The role of organisational fit in determining performance: a case study analysis of heritage visitor attractions

Attractions are both an essential element of the tourism product, and an important catalyst for economic activity, particularly in regional locations. The ability of competing tourist destinations to differentiate their tourism product by emphasising the distinctive nature of attractions within their domain, is central to tourism marketing, and thereby to viable tourism industry. Ensuring their sustainable operation is an important priority.\ud Like most organisations however, attractions are subject to a range of internal and external influences that impact on their ability to operate effectively. The ability to successfully respond to constant and pervasive change presents a significant challenge for this important sector of the tourism industry. Despite their importance however, the specific elements of change confronting the attraction sector, or the means by which they adapt to such shifts, are not well understood and this thesis seeks to help address this gap.\ud Drawing on the perceptions and opinions of key stakeholders in two regional heritage visitor attractions, the research seeks to identify structural and strategic responses to change. Aggregation of the data points to significant commonality between the two case studies, in terms of perceived success factors and impediments to the process of adaption