The purpose of this study is to determine the most suitable Destination Management Organization (DMO) model for the sustainable development of the Rize destination. Approached from the perspective of Complex Adaptive Systems (CAS), the research is of strategic importance in order to overcome systemic entropy threats, such as coordination deficiencies and unplanned growth, faced by the destination through a scientific model. Methodologically, a sequential exploratory mixed method integrating qualitative and quantitative methods was adopted. In the qualitative phase, system bottlenecks were identified through interviews with 15 strategic stakeholders; in the quantitative phase, Analytical Hierarchy Process (AHP) and Quality Function Deployment (QFD) analyses were applied with 271 participants. Key findings indicate that the most critical factors disrupting the system’s homeostatic balance are weak inter-institutional coordination and inadequate infrastructure. AHP results confirm that market diversification, sustainable planning, and quality standards are priority activities. The final analysis conducted using the QFD decision matrix identified the PPCP (Public–Private–Community Partnership) model, which synchronizes public oversight with private sector innovation and integrates community-based feedback mechanisms, as the most effective structure for enabling resource integration and value co-creation among actors. The model’s adaptive architecture further accommodates emergent stakeholder dynamics, including the growing role of tourists as co-creators of destination experiences through digital platforms. The study contributes to the literature by offering a rational decision support mechanism for complex system management through AHP-QFD integration and proposes a three-phase evaluation framework to ensure results-oriented governance adaptation.
Kaya et al. (Sun,) studied this question.