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The nexus of workforce and destination development is a largely uncharted area within tourism research. The local human capital has above all been in focus when underlining tourism’s potential to create employment even for the inexperienced and less educated. However, a discordant strand of theory holds the low levels of qualified knowledge within the industry responsible for absent destination development in areas struggling to develop competitive advantages. Additionally, the in-migration of a skilled workforce may be hampered by a lack of amenities attracting permanent residents. In order to explore whether the tourism sector is characterized by a less educated share of the workforce, a study was performed using micro-level data on the full working population of Sweden during the years 2000–2010. The workforce in tourism was compared to the total and two other low-skill sectors, and the results show that the educational aspects within tourism are more related to geography than economic sectors. Contrary to general presumptions, the workforce within the tourism sector has a higher level of formal education than the other selected sectors in regions with generally low educational levels. The implication is thus that strategies aimed at creating employment for the least educated in rural areas need to be reconsidered, and not unconditionally target the tourism sector. Above all, tourism development needs to be based on assessments of local preconditions rather than a generalized image.

Purpose: The paper aims to illuminate the discrepancy between the need for knowledge as found in prior research and the requirements formulated by those taking part in destination development. The results are intended to contribute to further research on the role of knowledge in destination management when performed as a strategy for regional development.

Design/methodology/approach: Based on theories within epistemology and tourism, an interview structure was developed and used in 10 in-depth interviews, with a qualitative approach through open-ended questions. This was complemented by a mapping of specific background factors through enquiries with 23 respondents. The paper follows an explorative approach to illuminate one aspect within the research area of destination development.

Findings: It was found that when recruiting much significance is put on understanding the structures of involved actors and local rooting. In contrast to theoretical findings, specific knowledge was not a prioritized requirement, neither in tourism nor marketing. Hence, there is a gap between what is perceived as needed for destination development according to academia and how it is being performed by practitioners.

Research limitations/implications: The study is limited in geography and context. Because the research design was showed to be successful in capturing significant aspects, it is proposed for use in further research.

Practical implications: The paper deepens the understanding of factors explaining success and impediments of destination development. It underlines the need for bridging the gap between theory and practice.

Originality/value: This work addresses a vital, but not fully explored, aspect of an extensively implemented strategy for regional development.

Multi-actor involvement and cooperation are emphasized elements of destination development. Whereas prior research has addressed challenges involved in creating inclusive structures and trust through bottom-up approaches, this paper’s focus is on the less explored attitude of acceptance of a top-down structure. The case study of Ostrobothnia in Finland shows a regional destination organization that went from broad involvement to less inclusiveness and transparency. Through interviews with public and private stakeholders, it was found that the formal exclusion was accepted by all actors, even those who were excluded, based on their common high expectations of enhanced effectiveness of the new organization. Building on institutional theory and inclusiveness, it is suggested that the long-lasting formal collaboration had created the trust needed among the stakeholders for a new, lean management to replace the old. However, lasting formal collaboration may also lead to development of informal networks that hinder further interaction. Any formal collaboration or partnership between the public and private sectors therefore needs to acknowledge the local socio-political context to overcome established social hierarchies and open up for new influences. Co-determination should be held as a potential solution rather than an imposed structure, as it depends on expectations and local conditions.