Governance in Multi-Project Networks: Lessons from a Failed Destination Branding Effort

Abstract

This article describes and analyses the process in which the establishment of a Christmas market led to an attempt to establish a regional destination brand named “Delightful Christmas”. Our focus is on the network dynamics of the process, in particular its multi-project network characteristics. Empirical findings are based on qualitative data from personal interviews, participant observation and documentation in an action research approach. The process is analysed as a so-called project network (Hellgren & Stjernberg, 1995 Hellgren, B. & Stjernberg, T. (1995) Design and implementation in major investments—a project network approach, Scandinavian Journal of Management, 11(4), pp. 377–394. doi: 10.1016/0956-5221(95)00020-V[Crossref] , [Google Scholar]) involving different actors having different aims in event and destination brand development, thus creating a process with actors of existing, but resource-lacking, dependencies. Despite the disagreements between actors, the common beliefs and hopes for the integrated destination theme remained and innovative work continued for about three years in an environment where conditions were difficult due to insufficient financial resources, project coordination and long-term strategic planning. Conclusions concern the dynamics of a complex multi-project network organization and how its failure can be explained.