دانلود Progress in Tourism Management با فرمت ورد ودر 31 صفحه قابل ویرایش
قسمتی از متن Progress in Tourism Management
Community Benefit Tourism Initiatives—A conceptual oxymoron?
Murray C. Simpson, a,
aOxfordUniversity Centre for the Environment, DysonPerrinsBuilding, South Parks Road, OxfordOX1 3QY, UK
Received 20 November 2006; accepted 20 June 2007. Available online 20 September 2007.
Abstract:
Tourism is simultaneously portrayed as a destroyer of culture, undermining social norms and economies, degrading social structures, stripping communities of individuality; and as a saviour of the poor and disadvantaged, providing opportunities and economic benefits, promoting social exchange and enhancing livelihoods. The aim of this paper is to introduce, define and examine the concept of Community Benefit Tourism Initiatives (CBTIs) and identify the range of characteristics that contribute to creating the best possible scenario for a successful, sustainable and responsible CBTI. The paper considers the roles of key stakeholders in CBTIs: government, the private sector, non-governmental organizations and communities. It seeks to identify the critical components of CBTI development, the potential problems associated with CBTIs and some of their possible solutions.
Keywords: Tourism; Community; Benefits; Livelihoods; Stakeholders; Government; Private sector; Non-governmental organizations
Article Outline
1. Introduction
2. Some examples of community benefit tourism initiatives
3. Key stakeholders and their roles in community benefit tourism initiatives
3.1. The role of governments and their agencies
3.2. The role of non-governmental organizations
3.3. The role of the private sector
4. Problems and solutions for CBTIs
5. Conclusion and implications
5.1. Management implications and the future of CBTIs
References
1. Introduction
Community participation (which can mean a level of control, ownership or influence) in a tourism initiative appears to be closely linked to the derivation of livelihood and other benefits from the initiative to that same community (Murphy, 1985; Scheyvens, 1999; Tosun, 2005; World Wildlife Fund (WWF), 2001). Murphys book, Tourism: A Community Approach (1985) was a catalyst for discussion in this area and provided an important platform for debate and change at a key stage in the development of the tourism industry. At a time when leisure travel was expanding in terms of both visitor numbers and the amount of more easily accessible destinations, the emphasis on considerations such as local initiative, a tourism product being in accord with the community and local benefits being integrated into the principles of tourism planning and management was refreshing and stimulating (Blank, 1989; Haywood, 1988). A communitys sense of ownership, feeling of responsibility and practical involvement in tourism has since been heralded by researchers and practitioners as central to the sustainability of tourism and of great importance to planners, managers and operators (Boyd & Singh, 2003; Campbell, 1999; Mountain Agenda, 1999; Olsen, 1997; Page & Dowling, 2002; Ross & Wall, 1999; United Nations World Tourism Organization (2004a) and United Nations World Tourism Organization (2004b)).
Murphys (1985) publication emphasized the necessity for communities to relate tourism development to local needs and formed the basis for numerous later studies on the various relationships between tourism and communities (Richards & Hall, 2000). Peter and Ann Murphy published a sequel to the 1985 volume in 2004, Strategic Management for Tourism Communities: Bridging the Gap, which aimed to build on the success of the first book by advocating a more business-orientated approach to tourism that would encourage greater collaboration between stakeholders. The change in focus of the 2004 book, perhaps reflects Peter Murphys move from the discipline of Geography to a Faculty of Business and his subsequent work in that the publication approaches the relationship between tourism and communities from the point of view that communities will be better positioned ‘…if they allow their actions to be guided by key business management principles and adopt a strategic management focus.’
Murphy and Murphy (2004) suggest four functions of business management (planning, organizing, leadership and controlling) and present a combined business management and collaborative planning model for tourism development. They argue that by adopting the business principles outlined in the book communities will be better placed to develop tourism potential and benefit in the global marketplace. The publication provoked strong reactions and stimulated a significant exchange of views (Murphy, 2007; Prentice, 2007). Prentice (2007) went as far as suggesting that the book was contradictory and uncritical in its presentation of the four functions, and that the model presented for ‘bridging stakeholder gaps’ needed more application and thorough testing before it could be claimed to be a paradigm. Murphy (2007) responded by reasserting that the four key business management functions presented in the book are an artificial division of what should be regarded as a continuous management process. Furthermore, he provided a clarification of the synergies that exist between regular business and community tourism management and that there were four case studies examining the model and its major component parts, ‘bringing depth, reality and credibility to the text’.
دیدگاه خود را ثبت کنید