Tourism stakeholder exclusion and conflict in a small island

Research in the Isle of Man, British Isles, reveals limited and dysfunctional collaboration between stakeholders, and in particular between public and private sector actors. Power and influence over tourism decision-making is generally felt to be restricted to a small and opaque network. Moreover, different levels of interest in and support for tourism further divide stakeholders. Various negative consequences are shown to arise from this absence of collaboration, including a lack of shared vision or future strategy for local tourism, and high levels of mutual mistrust between stakeholders. Resulting conflict, wasted resources, lost enthusiasm and lack of strategic direction appear to undermine the current and future management of island tourism. Emphasised by research is the importance of stakeholder collaboration to sustainable tourism management and underlying factors which may enhance or undermine. Focus on describing dysfunctional collaboration within an untypical small island setting makes a unique contribution to the existing literature.     

The environment‐community symbiosis: A case for collaborative tourism planning

This article advances the proposition that sustainable tourism can be achieved through recognition that the public and private sector, the host communities and the natural environment are interdependent stakeholders in a complex tourism ‘domain’, where no single individual, agency or group can resolve strategic tourism issues by acting alone. The planning and management of this domain for the purpose of achieving sustainability requires moving away from traditional approaches towards dynamic collaboration among the stakeholders of the tourism development and planning domain. Collaboration provides a flexible process which evolves over time, enabling stakeholders to disseminate and manage problems or issues on an interactive basis. It offers an attractive alternative to adversarial problem solving methods in tourism planning and management, when inter or multi‐sectoral participation is required. The paper commences with a discussion of the shortfalls of traditional tourism planning processes and models, followed by an overview of collaboration ‘theory’. Examples are given which illustrate collaborative approaches in several mountain resort areas. An exploratory case study of tourism development and planning issues in the mountain community of Canmore, Alberta (Canada) is then presented, leading to a discussion and conclusion regarding the theoretical and practical applications of collaboration toward achieving sustainable tourism.     

Tourism Marketing Alliances: Member Satisfaction and Effectiveness Attributes of a Regional Initiative

Abstract

Public-private partnerships and collaborative alliances are increasing between public land management and tourism agencies facing reduced funding and staffing. Despite recent managerial and academic interest in collaborative alliances, little systematic research has examined the internal processes and impacts of these new interorganizational forms. The purpose of this study was to examine one regional alliance in depth-the Coalition For Unified Recreation In The Eastern Sierra (CURES). Through interviews with coalition members, a mailed survey, and systematic examination of secondary sources, several research questions were addressed. Findings from this study suggest that effective collaborative planning efforts require more than strong leaders and administrative support. A number of internal factors including adequate representation of interests, a shared vision, goal accomplishment, good working relationships, and open communication between members will contribute to effective collaboration and member satisfaction. Results from this study have implications for enhancing the effectiveness of emerging collaborative alliances in the tourism field.     

The revitalization of a heritage travel route: Canada’s Cabot Trail

ABSTRACT

Scenic travel routes have been developed to provide opportunities for tourism and recreation and to promote economic development especially in rural areas. However, maintaining an iconic attraction requires a collaborative destination management effort to keep it viable. The Cabot Trail, Nova Scotia, Canada is used in this paper as a case study for a scenic heritage route revitalization process. The Tourism Area Life Cycle model stages are used to illustrate the tourism development and decline on the Cabot Trail. This paper is a detailed documentation and analysis of the impact of a not-for-profit volunteer organization’s efforts to revitalize the Cabot Trail, through collaboration with local businesses, community groups and various levels of government and funding agencies. It draws upon the drive tourism, heritage trails and tourism revitalization literature. It fills a gap in the knowledge on heritage trails by illustrating a revitalization process that could be repeated in other areas experiencing similar issues.     

Development Regimes in the City Fringe: The Case of Discover Islington,London

There is a growing recognition of the importance of inter-organisational collaborations, or partnerships, for tourism development at various geographical and sectoral levels. Academic studies of the phenomenon are, in part, a reflection of the increasing number and forms of partnership arrangements being established in a range of settings to develop tourism. This paper examines a particular case of inter-organisational collaboration for local tourism development for the London inner city fringe. Established in 1991, Discover Islington provides an illustration of an agency involving representation from diverse stakeholders with an interest in tourism within a single administrative district. The agency has been innovative in its approach to local tourism development in the inner city fringe, but it is confronted by issues that may affect its longer-term viability. The perspectives and experiences of the partners represented on the Board of Discover Islington are pertinent to the study of comparable collaborative arrangements for local tourism development in other urban fringe contexts. The analysis is based on interviews with Board members and their policy and strategy documents within a theoretical framework that draws on regime theory. Implications for other inner city fringe tourism development partnerships are offered in the conclusion of this paper.     

How collaborative routines improve dynamic innovation capability and performance in tourism industry? A path-dependent learning model

Current results of direct relationships between collaboration and innovation capability on performance in tourism contexts are inconsistent. This research is to uncover roles of collaborative routines on promoting relationships between internal and service innovation capabilities as two distinct mechanisms, and performance. The study also examines the contingent effect of knowledge search on performance. Survey data from 181 samples from the Thai tourism industry are gathered for analyses. Findings demonstrate that knowledge search and internal innovation capability have a direct impact on performance, whereas the effect of service innovation capability on performance is significant only in the presence of collaborative routines.     

Networks,Conflict and Collaborative Communities

This paper develops critical understandings of the theoretical and practical implications of local tourism policy networks on collaborative planning. Application of the network concept in tourism has increased in recent years but has largely been focused on the competitive advantages of network organisation for small and medium size tourism enterprises. Critical discussion and development of the theoretical and operational dimensions of networks as a management approach beyond economic development has been limited. It is argued that network theory provides a useful lens for understanding the structures and social interrelations between government, tourism producers and civil society and, as such, has the potential to inform collaborative destination management policy and practice. This paper examines the contributions that networks can make in understanding collaborative planning, and how this knowledge may be able to improve collaborative planning practice.     

Critical success factors for tourist destination governance in times of crisis: a case study of Antalya,Turkey

ABSTRACT

The aim of this paper is to identify the critical success factors for the development of crisis management and strategy for the governance of the tourist destination of Antalya, Turkey. Data was obtained from in situ interviews, participant observation, and documentation. Interviews were conducted with the main tourism stakeholders representing both public and private sectors in Antalya. Findings show that the critical success factors of responsiveness, shared roles, strategy formation, and collaboration are vital for effective crisis management. The study also highlighted the fact that in the area of shared roles and collaboration, encompassing the characteristics of coordination, communication, cooperation, and knowledge transfer, stakeholders are proving ineffectual, thereby obstructing the development of necessary strategies for crisis management and the recovery process. Further, ineffective governance, adopted by local stakeholders, has had a substantial negative impact on the process of developing future effective crisis management strategies.     

Collaborative marketing for the sustainable development of community-based tourism enterprises: voices from the field

This paper examines stakeholder engagement in the collaborative marketing of community-based tourism enterprises (CBTEs). The study explored the various collaborative marketing approaches shaped by diverse stakeholders’ perspectives on ways to achieve the sustainable development of CBTEs in Vietnam. The results of 30 in-depth, semi-structured interviews from three CBTEs in Vietnam showed that three collaborative marketing approaches were prevailed among CBTE stakeholders and were categorised as commercial viability-driven, community development-driven and balanced approaches. The approaches’ differences were reflected in the marketing objectives to achieve CBTE sustainability, the central linkages of CBTE collaborative marketing, and the facilitators of stakeholder collaboration. The research found a knowledge gap between researchers and research participants and divergent perspectives among different categories of research participants regarding marketing and CBTE sustainability. This paper implies the role of a knowledge co-production approach to drive the stakeholder engagement in CBTE collaborative marketing for CBTEs’ long-term success. Additionally, this study provides insights into the discussion of marketing for sustainable tourism. Furthermore, the findings contribute to a better understanding of the collaborative approach at the organisational level.     

基于博弈论的“泛珠三角”区域旅游协作问题研究

泛珠三角区域旅游协作是一项需要"9+2"各方和国家相关部门通力合作、共同推进的系统工程.借鉴博彝论和帕累托最优理论的方法和模型,厘清泛珠三角区域旅游协作中存在的问题和障碍,创建一套科学的旅游产业政策和旅游协作机制.在不同类型的区域,制定盖剐灵活的旅游产业政策,从而实现泛珠三角区域旅游协作的理想状态--区域均衡.     

少数民族村寨的旅游发展模式研究 --以西双版纳傣族园为例

本文选择西双版纳傣族因为案例地,在简要介绍傣族园基本概况的基础上,分析傣族园发展旅游的资源优势,指出傣族园的旅游发展先后经历了三个不同的历史阶段.重点阐述了傣族园的民族文化生态旅游发展模式,主要涵盖可持续、和谐、辩证的发展理念,村寨、文化、旅游、经济四大发展要素以及"公司 农户"的经营模式.针对该旅游发展模式提出实施整体开发战略、以人为本战略、文化制胜战略和科学管理战略,以供少数民族村寨旅游参考.     

海峡两岸暨香港导游管理体制比较与启示

导游管理体制规定着导游资源配置的基本原则和方式方法。文章采用比较研究方法,依据大陆与香港、台湾现行导游管理法规条文,对海峡两岸暨香港导游管理体制模式进行了系统对比和分析。研究发现,海峡两岸暨香港导游管理因所处社会发展阶段、所依托旅游业发展模式不同,形成各具特色的发展路径和模式。其中,香港特区政府将导游职业管理权限赋予完全市场组织,政府只在立法与执法层面发挥作用;我国台湾地区主管部门导游管制强调采用市场方式,同时特别注重各主管部门间的分工协作,形成"协同治理"的管理模式。由此提出建议,大陆导游管理体制改革要强化市场机制主体地位,淡化行政管制措施,以及大力培育导游协会等中介组织,促进导游走职业化发展道路。     

An agile marketing capability maturity framework

This work proposes a four-stage maturity framework for the development of an agile marketing capability (AMC) in the context of MICE tourism. Through an inductive study based on 16 semi-structured interviews with CEOs and managers, we provide a snapshot of organizations at varying levels of maturity in the management and development of AMC based on the degree of “sophistication” undertaken in approximately four dimensions (customer-oriented responsiveness, high flexibility, human collaboration, quick and continuous improvement). Recommendations to further enrich the debate toward this novel line of inquiry are presented. This study also has important implications for managers, offering a useful tool to assess and improve their marketing efforts to develop AMC and achieve greater abilities to adapt to dynamic and fast-changing environments.     

Tourism as a mixed industry: Differences between private, public and not-for-profit festivals

This paper discusses important policy and management implications of tourism as a mixed industry in which public, not-for-profit, and private organisations such as festivals both compete and collaborate in creating the tourist product. To illustrate, four samples of festivals from the UK, Australia, Norway and Sweden are systematically compared in terms of their ownership, governance, structure, and content. Although the festivals offered a similar product and had similar mandates, they differed considerably in terms of revenue sources, cost structure, use of volunteers, corporate sponsorship, and decision-making. These differences are potentially important to destinations that view festivals as attractions and use them in place marketing. Implications are drawn for festival management and tourism policy, and recommendations are made for extending this line of inquiry to the tourism industry as a whole.     

Review and Application of Knowledge Management and Knowledge Sharing in Tourism

Knowledge and its management are generally recognised as a strategic asset that provides organisations with a competitive edge. Prior research demonstrates that knowledge sharing (KS) is crucial because it helps organisations promote best practice, facilitate knowledge creation and enhance effectiveness. Although there is a growing realisation that KS is critical to knowledge creation and organisational performance, this is still an emerging area of inquiry whose key variables, relationships and implications for tourism organisations are not yet clear. In this paper, key concepts of knowledge, organisational knowledge, knowledge management (KM) and KS are reviewed. This paper would be of interest to readers who would like to understand more about how KM and KS can be applied to tourism.     

In search of ‘a research front’ in cruise tourism studies

This article aims to provide a critical view of the global scientific production involved in cruise tourism study. Global references in this field were identified and emphasised for managing existing data to establish ‘bridges’ among researchers. Scientometric analysis was conducted on publications about cruise tourism in mainstream journals integrated into Web of Science. This methodology enabled us to identify current topics, relevant journals, authors, institutions, profitable countries, ‘visible’ and ‘invisible’ collaborative colleges and the research areas considered as the epicentre of the cruise tourism debate. A significant contribution of this work is the use of indicators at the three levels of scientometric complexity, i.e. scientific activity, impact and relational character.     

Environmental governance for sustainable tourism development: Collaborative networks and organisation building in the Antalya tourism region

For more than two decades the attainment of sustainable environmental quality and the protection of environmental assets have been at the forefront of central policy issues in global tourism development. Recently, it has been argued that collaborative and associative forms of governance among tourism companies and other related agents are growing in importance in the drive for sustainable and environmentally sensitive tourism. Despite the increasing number of debates on the role of networking on tourism they are not well supported by empirical studies, and still far from explain how such networks can contribute to the sustainable development of territories. This paper aims to contribute to previous literature by analysing together governance networks and literature on sustainable development, and by providing empirical findings that highlight the importance of governance networks in sustainable tourism development, the importance of different scales of collaborative governance networks and the role of organisation building for environmentally sustainable tourism development in Antalya. The paper offers analytical findings on the networks of environmental governance among different types of tourism organisations based on a company-level survey, which reveals an increase in local collaboration and self-help networking based on local concerns and endogenous dynamics among the different actors in tourism. Unfortunately, the findings show that environmental motivations fall far behind economic considerations in networking practices.     

Segmenting networking orientation in the hospitality industry: An empirical research on service bundling

This paper focuses on the topic of collaboration in tourism destinations. Collaboration is key to overcome the fragmentation of the tourism industry and to better satisfy the more and more experience-centric tourist. Tourism operators are increasingly involved in various types of collaborative partnerships. One among them is service bundling, which is the creation and the supply of tourism packages. The study analyses the drivers of the development of service bundling and provides a segmentation of the hospitality industry according to operators’ networking orientation. A sample of 164 hoteliers from a tourism-based region in Italy was surveyed. Four clusters of hoteliers were identified and profiled: the Relational/Socials, the Opportunists, the Innovators, and the Marketers. Each shows a specific approach to collaboration and reveals different motivations to be engaged in a partnership. Some managerial implications and directions for policy makers are also provided.     

Actor-network theory and stakeholder collaboration: The case of Cultural Districts

The tourism literature has increasingly recognised the importance of integrating tourism and culture with other value chains. Though the value of such integration is uncontested, it does raise several questions relating to stakeholder collaboration. Despite substantial research in this field, there remain gaps in our knowledge of the micro-dynamics of stakeholder collaborations in building tourism/cultural systems. This paper contributes to this debate by investigating the micro-level interactions among stakeholders during the conceptualisation of a large collaborative project: a Cultural District. Drawing on Actor-Network Theory (ANT) the research shows that, though rigid sequential planning is not viable, conceptualisation is facilitated by deploying three ANT rules: enrolling actors, fact-building and circulating translations. These rules are used to define a “conditional path” whereby specific actions are activated when controversies emerge.     

Distortions in Tourism Development in the Dali Autonomous Region,China

This paper presents a tourism destination development sequence for Dali, Yunnan Province, China. The development of Dali highlights limits in the power of the local government as the lead stakeholder, which took a top-down approach to economic development. The government sought to address increasing control of the tourism sector by external tour operators through increasing its own control of local tourism attractions. This approach has been only partially successful in reducing distortions in the tourism channel. The origins of these distortions are described and analysed. A number of additional responses are suggested to improve the local benefits obtained from the inflow of tourists to this new destination area including development of a more market oriented competitive strategy that seeks to co-opt stakeholders into collaborative activities.