Tourism planning and planning theory: Historical roots and contemporary alignment

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This paper highlights key characteristics of the current mindset identified as responsible for increasing costs (private and public) associated with tourism industry expansion globally. It then identifies common elements of an alternative paradigm, contrasting its features with those of the established paradigm. It then identifies the implications of the new mindset for the attitudes and behaviour of major stakeholders in tourism-government/destination management organisations, operators, and tourists, as well as researchers. Unless a good proportion of individuals in each of these stakeholder groups change their attitudes and behaviour, no paradigm shift will succeed and the ‘business as usual’ scenario for tourism will prevail, along with its increasing social costs. The paper concludes by addressing the implications for behaviour by different groups of stakeholders.

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Stories of Practice: Tourism Planning and Policy

Analyses of contemporary tourism planning and policymaking practice at local to global scales is lacking and there is an urgent need for research that informs theory and practice. Illustrated with a set of cohesive, theoretically-informed, international case studies constructed through storytelling, this volume expands readers' knowledge about how tourism planning and policymaking takes place. Challenging traditional notions of tourism planning and policy processes, this book also provides critical insights into how theoretical concepts and frameworks are applied in tourism planning and policy making practice at different spatial scales. The book engages readers in the intellectual, political, moral and ethical issues that often surround tourism policymaking and planning, highlighting the great value of reflective learning grounded in the social sciences and revealing the complexity of tourism planning and policy.

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International Journal of Tourism Policy

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Few businesses are subjected to negative criticism as tourism does. In early stages, it was considered a passport to development, later around the last quarter of 20th century, it touched the zenith, bringing in its wake, myriad negative consequences that it consumes places, cultures, creates acculturation, degrades the environment and suffers from leakages. Tourism destroys tourism become a bye-word. Serious thinkers came forward with two mantras of redemption: Ecological Tourism and Sustainable Development (SD). Both models were a promise of conservation of resources, and assured well-being of the local community and of the visitors. Both were the outcomes of the world’s best brains; they asked for the parsimonious use of finite resources, promote localism, and act in line with the laws of nature with sustainable policy. Ecotourism fell prey to human greed and green washed many splendid ecosystems and SD got entangled with definitional irk. This paper reviews the tourism scenario critically and indicate possible barriers that hamper the fruition of the concept of sustainability. Critics of SD argue that, it needs new knowledge to operate effectively. It does not have strong database on the present world tourism situation, let alone future generation. SD is based on the science of ecology, we may have theoretical knowledge, but the deeper understanding of overall ecosphere is wanting. ‘Evenmoreism’ seems not to be compatible with SD such as anthropocentrism, resourcism, modernism. The myth of endless growth that promotes over-consumerism, over production, ineffective policy and poor governance are some of the drivers of unsustainability. One of the sad facts is that most stakeholders are averse to tourism research that relegates them to archaic methods. For attaining sustainable development, stakeholders have to foster a culture of sustainability. The paper illustrates the factors responsible for unsustainability with the help of a case study which demonstrates ‘how a sustainable resort declines without effective policy and guidelines.

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After its first election win in August 2001 since the Northern Territory of Australia (NT) was granted self-government (1978), the incoming NT Labor government released a new tourism plan, the Northern Territory Tourism Strategic Plan—2003–2007 in the following year. Turbulent events of 2001 that had a significant impact on the tourism industry in the NT and included the collapse of the Australian carrier Ansett Airlines and "September 11" provided the impetus for the new strategy. Purportedly, this plan was designed to direct and guide the NT tourism industry's future development based on sound research and extensive consultation with key stakeholders. Such a partnership approach was regarded as crucial for the success of future tourism in the Territory. This article specifically focuses on the formulation process of this Tourism Strategic Plan, exploring in particular the effectiveness of the underlying consultation process. Adopting a microperspective on tourism pla.

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… for Business Administration in the New …

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Tourism environment, inter-organisational relations, resource dependency, power. Implementation of tourism development plans has been notoriously problematic. This may stem from inadequate consideration that is given to the understanding of the elements of the micro and macro organisational environment in which planning is undertaken, and of the ways in which the planning and development process is carried out. A limited understanding of the relation patterns and of the resource and power interdependency between multiple agencies involved in the decision-making process may also lay the foundation for plan failures. At present, there is an urgent need to develop consistent and well thought out measurement techniques in order to codify and quantify the various micro and macro environmental elements and their influences on inter-organisational relations and on the success/failure of plan formulation and implementation. Integrating existing research literature on public administration, .

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