Social innovation in tourism

Organisational intermediation through participatory governance for sustainable destination development

Bibliographic Data

ID22428486
AuthorsMichelle Maiurro (0009-0007-9223-0880, University of Aveiro), Zélia Breda (0000-0002-5882-063X, University of Aveiro), Filipa Brandão (0000-0002-9323-4572, University of Aveiro), Carlos Costa (0000-0003-0402-3763, University of Aveiro)
Year2026
Pages1-17
Publication date2026-06-02
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueJournal of Place Management and Development (JOURNAL)
Journal identifiersISSN: 1753-8335 • E-ISSN: 1753-8343
PublisherEmerald (PUBLISHER)
DOI10.1108/jpmd-12-2025-0191
OpenAlexW7162995412
LanguageEN
References cited34

Purpose The rapid growth of mass tourism has increasingly pressured local ecosystems and community structures, exposing the limitations of conventional state-led regulatory frameworks and demanding new management paradigms. This paper aims to examine how social innovation, operationalised through collaborative networks, can act as a transformative driver of sustainable development in tourist destinations. Design/methodology/approach Grounded in a qualitative analysis of Raízes Desenvolvimento Sustentável (RDS), a Brazilian social enterprise and certified B Corp, the study investigates the complex dynamics among community associations, private-sector stakeholders and public institutions. Through the lens of RDS’s role as a strategic mediator across multiple Brazilian territories, the research moves beyond broad claims about the value of networks to identify specific mechanisms of participatory governance and active listening that empower local leadership. Findings The findings suggest that, in the Global South, social innovation is not merely a reactive response to overtourism, but rather a proactive framework capable of reshaping power dynamics and safeguarding territorial sovereignty. This case study enriches the existing literature by illustrating how social entrepreneurship can effectively bridge the gap between global tourism pressures and the socio-environmental priorities of traditional communities. Originality/value This paper presents an original case study that contributes to the existing literature by empirically demonstrating how a private company can operate with a social impact purpose through social innovation. The findings highlight that active and structured listening, by fostering community protagonism, not only strengthens participatory processes but also generates tangible benefits that can mitigate the negative impacts of overtourism. By doing so, this study advances the understanding of the private sector’s role as a driver of social transformation and provides novel insights for sustainable tourism destination management.

Citizen journalism · Corporate governance · Entrepreneurship · Social entrepreneurship · Social innovation · Social learning · Sustainable tourism · Tourism · Transformative learning · Diverse Aspects of Tourism Research · Service and Product Innovation · Sharing Economy and Platforms

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