Page Header

Understanding the governance of smart destinations: The case of Florianopolis in Brazil

Adalberto Santos-Júnior, Alexandre Augusto-Biz, Fernando Almeida-García, Luiz Mendes-Filho

Article ID: 1713
Vol 2, Issue 1, 2021, Article identifier:

VIEWS - 88 (Abstract) 0 (PDF)


This paper aims to analyze the process of tourism governance based on innovation in the use of ICT as a factor in the development of a smart tourism destination, and its relationship with public-private networks. The empirical analysis refers to the case study of the city of Florianopolis, Santa Catarina, Brazil. Therefore, the following methods were used: literature review, documentary analysis, in-depth and semi-structured interviews with tourism agents of the destination, and content analysis. The Atlas TI 8 software was used for data processing, which enabled a more detailed analysis in the understanding of the object of study of the research, through networks and conceptual maps in the cross-referencing of information. The results show that public-private relationships based on trust, joint decision-making, informal structures, strategic consensus, and the use of ICTs, seem to have a positive impact on the level of development and innovation in the smart tourism destination. 


governance; public-private networks; smart tourism destinations; innovation; ICT

Full Text:



1. López-Ávila A, Sánchez-García S. Destinos turísticos inteligentes (Spanish) [Smart tourism destinations]. Harvard Deusto Business Review 2013; 61–69.

2. Santos-Júnior A, Mendes-Filho L, Almeida-Garcí AF, et al. Smart tourism destinations: A study based on the vision of the stakeholders. Revista Turismo em Análise 2017; 28(3): 358–379.

3. Buhalis D, Amaranggana A. Smart tourism destinations. In: Xiang Z, Tussyadiah I (editors). Information and communication technologies in tourism. Dublin: Springer; 2014. p. 553–564.

4. Urban Systems [Interent]. Ranking connect smart cities. 2017. Available from: http://wwwconnectedsmartcitiescombr/resultados–do–ranking–connected–smartcities.

5. Endeavor [Internet]. Entrepreneurial cities index. 2017 [cited 2019]. Available from: http://infbendeavororgbr/ice2017.

6. Fernandes S. SmartCities: Inclusion sustainability resilience. Portugal: Ed Glaciar; 2017.

7. European Union. Directorate general for internal policies. Policy department A: Economic and scientific policy mapping smart cities in the EU. 2014 [cited 2019]. Available from: http://wwweuroparleuropaeu/studies.

8. Gobierno de españa, Ministerio de Industria, Energía and Turismo. Informe destinos turísticos inteligentes: Construyendo el futuro (Spanish) [Smart tourism destinations report: Building the future]. Madrid: SEGITTUR; 2015. Available from: https://wwwsegittures/opencms/export/sites/segitur/content/galerias/descargas/proyectos/Libro-Blanco-Destinos-Tursticos-Inteligentes-ok_enpdf.

9. Instituto valenciano de Tecnologías Turísticas. Destino Turístico Inteligente: Manual operativo para la configuración de destinos turísticos inteligentes (Spanish) [Smart tourist destination: Operational manual for the configuration of smart tourist destinations]. Alicante, Spain: University Institute of Tourism Research, University of Alicante; 2015.

10. Torres G, Ramos HA. Gobernanza y territorios: Notas para la implementación de políticas para el desarrollo (Spanish) [Governance and territories: Notes for the implementation of policies for development]. Revista Mexicana De Ciencias Políticas Y Sociales 2008.

11. Stoker G. Governance as theory: Five propositions. International Social Science Journal 1998; 50(155): 17–28.

12. Rhodes RAW. The new governance: Governing without government. Political Studies 1996; 44(4): 652–667.

13. Kooiman J, Van Vliet M. Governance and public management. In: Eliassen KA, Kooiman J (editors). Managing public organizations: Lessons from Contemporary European Experience. London: Sage; 1993. p. 58–72.

14. Flores FM (editor). Governance applications in SMEs for better decision making in the tourism industry. The datatu Mexico system. In: First International Conference on Measurement and Economic Analysis of Regional Tourism. Spain. San Sebastian: Donostia; 2009. p. 1–11.

15. UNDP. Good governance and sustainable human development. In: Governance for sustainable human development: A UNDP policy document. New York: UNDP; 1997. p. 1–11.

16. Edgar L, Marshall C, Bassett M. Partnerships: Putting good governance principles in practice Ottawa Ontario Canada: Institution Governance; 2006.

17. Nordin S, Svensson B. Innovative destination governance: the Swedish ski resort of Are. The International Journal of Entrepreneurship and Innovation 2007; 8(1): 53–66.

18. Sitkin SB, Roth NL. Explaining the limited effectiveness of legalistic “remedies” for trust/distrust. Organization Science 1993; 4(3): 367–392.

19. Bies RJ, Tripp TM. Beyond distrust: “Getting even” and the need for revenge. In: Kramer RM, Tyler TR (editors). Organizations: Frontiers of theory and research. Thousand Oaks: Sage; 1996. p. 246–260.

20. Hwang W. Conceptualizing inter-regional partnership for tourism promotion: In case of the East Asia inter-regional tourism forum (EATOF). Asia Pacific Journal of Tourism Research 2001; 6(1): 26–36.

21. Zhang X. Critical success factors for public-private partnerships in infrastructure development. Journal of Construction Engineering and Management 2005; 131(1): 3–14.

22. Beritelli P, Bieget T, Laesset C. Destination governance: Using corporate governance theories as a foundation for effective destination management. Journal of Travel Research 2007; 46: 96–107.

23. Rusko RT, Kylanen M, Saari R. Supply chain in tourism destinations. The case of Levi resort in Finnish Lapland. International Journal of Tourism Research 2009; 11: 71–87.

24. Robterson JP. An assessment of collaborative governance in a network for sustainable tourism: The case of Rede Turis. International Journal of Public Administration 2011; 34(5): 279–290.

25. Della Corte V, Aria M. Why strategic networks often fail: Some empirical evidence from the area of Naples. Tourism Management 2014; 45: 3–15.

26. Gomes C. A construção social de um destino turístico: Coimbra cidade e imaginário (Spanish) [The social construction of a tourist destination: Coimbra city and imagination]. In: Proceedings of the VI Portuguese Congress of Sociology Social Worlds: Knowledge and Practices. Portuguese Association of Sociology: APS (org); 2009.

27. Bolivar M, Meijer AJ. Smart governance: Using a literature review and empirical analysis to build a research model. Social Science Computer Review 2016; 34(6): 673–692.

28. Dawes SS. The evolution and continuing challenges of e-governance. Public Administration Review 2008; 68(s1).

29. Saxena KBC. Towards excellence in e–governance. International Journal of Public Sector Management 2005; 18(6); 498–513.

30. Gil AC. Como elaborar projetos de pesquisa (Spanish) [How to prepare research projects]. São Paulo: Editora Atlas; 2002.

31. Bardini L. Content analysis Madrid: Akal Edícíones; 1996.

32. Sampieri HR, Collado CF, Lucio PB. Metodología de la investigación (Spanish) [Investigation methodology]. México: McGraw-Hill; 1998.

33. Cañas AJ, Ford KM, Coffey J, et al. Tools for building and sharing concept map-based knowledge models. Journal of educational computing 2000; 13(2): 145–158.

34. Federation of Industries of Santa Catarina [Internet]. Rotas estratégicas setoriais para a indústria catarinense 2022: Turismo (Spanish) [Sectoral strategic routes for the catarinense industry 2022: Tourism]. Florianopolis: FIESC; 2014. Available from: http://www.fecomercio-sc.com.br/noticias/santacatarina-ganha-planejamento-do-turismoate-2022/.

35. Instituto Brasileiro de Geografia e estatísticas [Internet]. Dados sobre florianópolis (Spanish) [Dice about florianopolis]. 2015 [updated 2017]. Available from: https://cidades.ibge.gov.br/brasil/sc/florianopolis/panorama.

36. Gomes EL, Gândara JM, Ivars-Baidal J. É importante ser um destino turístico inteligente? A compreensão dos gestores públicos dos destinos do Estado do Paraná (Spanish) [Is it important to be a smart tourist destination? Under the understanding of two public managers two destinations of the State of Paraná]. Revista Brasileira de Pesquisa em Turismo 2017; 11(3): 503–536.

DOI: https://doi.org/10.54517/st.v2i1.1713
(88 Abstract Views, 0 PDF Downloads)


  • There are currently no refbacks.

Copyright (c) 2021 Adalberto Santos-Júnior, Alexandre Augusto-Biz, Fernando Almeida-García, Luiz Mendes-Filho

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.