The Coorong Wilderness Lodge: A case study of planning failures in Indigenous tourism |
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| Institution: | 1. School of Management, University of South Australia, Australia;2. Coorong Wilderness Lodge, Australia;3. David Unaipon College of Indigenous Education and Research, University of South Australia, Australia;1. School of Tourism and Hospitality Management, the University of the South Pacific, Suva, Fiji;2. Research Institute for Languages and Cultures of Asia (RILCA), Mahidol University, Salaya, Phutthamonthon, Nakhon Pathom 73170, Thailand;1. Southern Cross University, Australia;2. The University of Bedfordshire, England;1. Department of Regional Policies, Takasaki City University of Economics, 1300 Kaminamie, Takasaki, Gunma 370-0801, Japan;2. Texas A&M University, Department of Recreation, Park & Tourism Sciences, 2261 TAMU, College Station, TX 77843-2261, USA |
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| Abstract: | This paper presents a case study of the Coorong Wilderness Lodge (CWL) in order to highlight barriers to success that are in part derived from poor policy and planning supports for Indigenous Australian tourism operators. This analysis assists in filling a research gap on the catalysts to economic success and failure in Indigenous tourism through obtaining rich narratives from public sector facilitators and the Indigenous Australian tourism entrepreneur. Using social construction theory, this paper narrates the story of difficulties in developing the infrastructure between 1995 and 2008. This story highlights diverging views of how such enterprises should be supported which is in part explained by cultural differences, diverging expectations and poor communications across such divides. With the founder of the CWL George Trevorrow as a co-researcher in the project, the paper provides an emic perspective that offers fresh insights into this topic. |
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| Keywords: | Indigenous tourism/Aboriginal tourism Public sector support Culture versus commerce Cross-cultural management Social construction theory Neoliberalism |
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