Stakeholder Salience Iceland

1. Definitive - high power, urgency, and legitimacy

1.1. Icelandic Tourist Board and Tourist Taskforce

1.1.1. Power

1.1.2. Legitimacy

1.1.3. Urgency

1.2. Ministry of Industry and Innovation

1.2.1. [enter name]

1.2.2. [enter name]

1.2.3. [enter name]

1.2.4. [enter name]

1.2.5. [enter name]

1.2.6. [enter name]

1.3. Municipality and local authorities

1.3.1. These are expectant stakeholders who gain the relevant missing attribute. Often dominant stakeholders with an urgent issue, or dependent groups with powerful legal support. Finally those classed as dangerous could gain legitimacy e.g. democratic legitimacy achieved by a nationalist party.

1.4. Destination Management and Marketing Organization

2. Expectant Stakeholders

2.1. Dangerous -high power, and high urgency but low legitimacy

2.1.1. Environment/Nature

2.1.2. Unregulated Tour Operators

2.2. Dominant - high power and high legitimacy but low urgency

2.2.1. Airlines (IcelandAir)

2.2.2. Major hotels and accomodations

2.2.3. Car Rental Companies

2.2.4. Business Iceland

2.3. Dependent - high urgency and high legitimacy but low power

2.3.1. Local communities

2.3.2. Environmental and Conversation Organizations

2.3.3. Small Tour Operators and Activity Providers

3. Latent stakeholders

3.1. Dormant - high power, low urgency and legitimacy

3.1.1. Private Investors

3.1.2. Large International Travel Agencies

3.2. Discretionary - high legitimacy, low power and urgency

3.2.1. Museums and Culture Centers

3.2.2. Local businesses

3.2.3. Small scale hospitality providers

3.2.4. Icelandic Toursim Center

3.3. Demanding - high urgency, low legitimacy and power

3.3.1. Local interest groups

3.3.2. Local communities

3.3.3. Small Tour Operators