Many small islands depend on sustainable tourism to attain long term economic prosperity and well-being for their citizens. As they become more dependent on tourism for their growth, they are more concerned with improving their competitiveness to adapt to a highly charged competitive environment and to the dynamic market conditions. The quintessential problem is how to achieve, maintain, and enhance competitiveness. There is limited research on tourism destination competitiveness (TDC), and much less on small island destinations. This study concentrates on TDC with a special focus on Malta as a small Mediterranean island in an attempt to develop a comprehensive TDC framework that is useful to small island destinations, and advances models and measures to assess competitiveness based on importance-performance analysis techniques (IPA). To achieve its research objectives, this study adopts a methodological position reflecting pragmatist assumptions and uses a sequential, exploratory, Mixed Methods design strategy. In the qualitative first phase of the design, thirty-five in-depth interviews are conducted with key ‘experts’ in tourism. It emerges from the participants’ description that sixty tourism-specific and business-related determinants provide a broad framework for assessing TDC. In the second phase, survey research is applied in order to develop quantitative measures to reveal the relative importance of the competitiveness factors, to assess the performance of the destination on these factors, and to identify priority areas that require immediate attention for improvement. Statistical measures and procedures are modified, introduced, and tested to establish a valid model for measuring TDC. Results show that the diagonal approach and the adjusted weighted partial ranking method for measuring importance and performance are the best combination that satisfies validity criteria. When applying these techniques to assess Malta’s competitiveness relative to a competing set of Mediterranean destinations, twelve tourism attributes and fourteen business-related factors are identified as priority areas for improvement, with the competitiveness deficiency gaps in business factors being notably higher than those in tourism-specific areas. This study has several implications for the development of TDC theory, methods, and application to small islands. It provides tourism researchers, policymakers, and practitioners with a theoretically robust framework that can assist them in the formulation of policies, the management of the destination, and the implementation of strategies to optimise resource allocation in order to enhance a destination’s competitive position. Given that there are few studies that focus on the development and measurement of TDC models for small islands, this study makes a valid contribution to knowledge. The methodological approaches adopted in this inquiry have substantive application in IPA studies both within and beyond tourism studies. The study’s outcomes are also transferable to small island destinations operating in similar environments.

This study was conducted to theoretically develop and empirically test a structural equation model of tourism destination competitiveness from the tourism stakeholders'perspective. The proposed hypotheses that attempted to identify the structural relationships among the five constructs in the model were examined through a series of analyses in LISREL: 1) perceived tourism development impacts, 2) environmental attitudes, 3) place attachment, 4) development preferences about destination attractions/resources, and 5) support for destination competitive strategies The principle guideline of this study was that the support of tourism stakeholders for tourism planning and development is a key element for the successful operation, management, and long-term sustainability of tourism destinations. Tourism stakeholders' solid knowledge and experiences in tourism management and industry, professional involvement and participation in tourism planning and development, and long-term community observation and interactions have played an important role in tourism destination management. A total of 646 usable questionnaires were collected from randomly selected tourism stakeholders in the state of Virginia. From the results of hypotheses tests, tourism stakeholders' preferences about tourism attractions/ resources development are a function of perceived tourism development impacts as well as place attachment. The more stakeholders' preference for developing tourism attractions/resources, the more likely they were to support destination competitive strategies such as marketing efforts and activities, and destination management organizations' role. An additional finding that was not hypothesized indicated that tourism stakeholders, who have perceived benefits from tourism development, particularly in its economic and cultural aspects, are likely to support enhancement strategies for destination competitiveness. The implications of these findings can be applied to the enhancement of tourism destination competitiveness. / Ph. D.