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Service Economy, Innovation and Experiences

Vol. 20 No. 4 (2026)

IMPROVING THE COMMUNICATION MANAGEMENT MECHANISM OF AN INNOVATIVE PROJECT IN THE FIELD OF TOURISM SERVICES

DOI:
https://doi.org/10.22412/2414-9063-2026-20-4-61-74
Submitted
October 16, 2026
Published
October 16, 2026

Abstract

The article examines the problems of communication management in implementing the innovative projects in tourism services of the Republic of Crimea as a tourism destination. The research relevance is determined by the need to improve the competitiveness of the Crimean tourism product under sanctions, reorientation to the domestic market and accelerated digitalization of the tourism and recreation sector. It is shown that current communication practices in innovative tourism projects are characterized by information fragmentation between stakeholders, insufficient digitalization of interaction channels, low involvement of local communities and limited feedback mechanisms. On the basis of a systemic analysis, the key barriers of communication processes in Crimean tourism projects (organizational, technological, culturalpsychological, regulatory and resourcerelated ones) are identified, and the specific information needs of the main stakeholder groups are determined. The author’s mechanism for improving communication management of innovative projects in tourism services is proposed. It is based on the integration of a unified digital project management platform, the introduction of agilebased approaches and the development of cluster interactions between tourism destinations. A communication cycle model is developed, which is closed on a digital hub and ensures a continuous data flow, segmentation of target audiences, multilevel channels for information delivery and builtin feedback loops. The study is carried out within the framework of the destination management concept and is aimed at enhancing the manageability of innovation processes in the regional tourism and recreation complex. The practical significance of the results lies in the possibility of adapting the proposed mechanism to the activities of regional tourism authorities, tour operators and hotel complexes in Crimea in order to improve service quality, increase transparency of project activities and promote sustainable development of tourism areas. The mechanism can be scaled to tourism destinations with comparable institutional conditions and level of digital maturity, which expands the potential scope of its application beyond the Republic of Crimea.

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