Abstract
This study bridges the gap between destination management and stakeholder research. It explores the dynamic and evolving nature of stakeholder salience and relationships and their influence on decision-making within destination management. By prioritising stakeholders' perspectives, the study aims to construct a comprehensive understanding of their roles and influences within destination management. The review of relevant theoretical perspectives highlights how stakeholder salience - based on power, legitimacy, and urgency - can influence destination management decision-making and outcomes. Additionally, the study explores how stakeholders' relationships and interactions impact decision-making processes. Recognising a gap in the literature, this research links destination management and stakeholders to effective decision-making and provides insights into how stakeholder involvement and salience can enhance decision-making processes, leading to more effective and balanced destination management. The research employs qualitative methods, including 21 semi-structured interviews with key stakeholders in Dunedin, and it utilises stakeholder mapping and document analysis to assess stakeholder influence. Findings reveal that prioritising high-salience stakeholders is crucial for timely and effective decision-making. By focusing on key stakeholders' salience and relationships, destination managers can achieve more informed and mutually beneficial outcomes in the decision-making process. This focus helps ensure that the voices of critical stakeholders are heard, leading to improved collaboration and reduced conflicts in destination management. Additionally, understanding stakeholder salience enables destination managers to prioritise actions and allocate resources more effectively, ultimately enhancing the overall effectiveness and success of destination management initiatives.