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FrancoAngeli Journals

Articles

N. 1 (2026)

From Undertourism to Destination Repositioning through Multi-Level Governance. The Case of the Marche Region (Italy)

  • Concetta Ferrara
  • Domenico Sardanelli
  • Annamaria Romagnoli
  • Mara Cerquetti
DOI
https://doi.org/10.3280/cgrds1-2026oa23332
Inviata
22 luglio 2026
Pubblicato
29-07-2026

Abstract

The COVID-19 pandemic has accelerated a shift in tourism toward undertourism destinations, where travelers seek authentic experiences and deeper engagement with local resources and landscapes. Within this context, the present study examines how collaborative networks involving public and private actors can leverage undertourism as a strategic opportunity for destination repositioning. Focusing on the Marche Region (Italy), the research adopts a qualitative case study approach based on semi-structured interviews with key informants. Qualitative analysis and coding of the interview data revealed five types of networks that underpin the strategic and operational architecture of the region’s tourism and cultural sector: public-private, intra-sectoral, inter-sectoral, cross-territorial, and industry-community networks. The findings indicate that sustainable competitiveness depends on integrating diffuse territorial assets through multi-level governance, addressing infrastructural gaps, and enhancing community wellbeing. They further suggest that successful destination repositioning requires a shift from traditional competition to “coopetition”,The COVID-19 pandemic has accelerated a shift in tourism toward undertourism destinations, where travelers seek authentic experiences and deeper engagement with local resources and landscapes. Within this context, the present study examines how collaborative networks involving public and private actors can leverage undertourism as a strategic opportunity for destination repositioning. Focusing on the Marche Region (Italy), the research adopts a qualitative case study approach based on semi-structured interviews with key informants. Qualitative analysis and coding of the interview data revealed five types of networks that underpin the strategic and operational architecture of the region’s tourism and cultural sector: public-private, intra-sectoral, inter-sectoral, cross-territorial, and industry-community networks. The findings indicate that sustainable competitiveness depends on integrating diffuse territorial assets through multi-level governance, addressing infrastructural gaps, and enhancing community wellbeing. They further suggest that successful destination repositioning requires a shift from traditional competition to “coopetition”,together with the need for new professional roles capable of orchestrating development processes and managing fragmented resources.

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