Tourist destinations and organisational ambidexterity: the South Asian perspective

National authorities and destination management organisations (DMOs) play a key role in helping to regenerate tourism post pandemic. They are faced with the choice of strengthening tourism circumstances with relatively safe, familiar and reliable measures, or adopting more risky, lesser attempted and unknown alternatives. This decision can be represented as the exploitative as well as explorative elements of the strategic theoretical model of organisational ambidexterity, respectively (OA). This geographical focus offers a conceptual understanding of the dynamics through the perspective of OA. It concentrates on India's unique case in the backdrop of the South Asia. With respect to tourist destinations, a variety of OA consequences have been reported. This emphasises the need for reduced division and seclusion between tourists and native inhabitants, as well as for DMOs to adopt more exploitative-exploitative stances. In regards to the broader impact, it may be claimed that the discussion from the case of India could rather offer more insights to other South Asian nations.