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Belarus is facing unprecedented conflict as it attempts to shed its communist ideals and move towards a free society. This paper investigates the challenges facing Belarus in negotiating its identity, specifically in the realm of tourism management and marketing. Using a destination competitiveness model, this paper attempts to highlight the realities within its governance system, including the division of labor of management responsibilities, the focus on command-and-control administrative philosophies, and inadequate tourism knowledge that has led to one of the lowest visitation rates in Europe and declining tourism receipts. Qualitative interviews and informal gatherings, coupled with previous literature on Belarus, informs this research. Results show that Belarus is in a first-generational stage of management, yet is moving from a market-based approach to a resource-based development and marketing sphere. The primary barrier to tourism development lies in the bureaucratic top-down structure, tightly controlled function, and management focus inherent its Soviet history.

The Influence of Government Controlled DMOs on Destination Competitiveness: the Case of Belarus