Integrated quality management for tourist destinations: a European perspective on achieving competitiveness

Tourism stakeholder exclusion and conflict in a small island

“…Findings have demonstrated variously that destination branding, impacts management, benefits distribution, community cohesion and visitor experiences can be enhanced through collaboration (Go and Govers, 2000;Almeyda et al, 2008;Morgan et al, 2009). By providing a basis for developing mutually beneficial solutions, collaboration minimises potential tensions and fosters more successful host-guest relationships (Kontogeorgopoulos, 2005).…”

“…Thus learning, innovation, and fundamental transformation, have been linked to effective collaboration (Sloan, 2009). Collaboration likewise fosters an entrepreneurial, open, problem focussed culture (Go and Govers, 2000), and pools local talent, resources and enthusiasm (Bramwell and Sharman, 1999). It may also reduce potential for conflicts between stakeholders and reduce associated management costs (Jamal and Getz, 1995).…”

“…Noted are benefits enhancement and negatives negation due to the widened pool of expertise that can be called upon (Gursoy et al 2002;Ladkin and Bertrami, 2002). Innovative planning and management may also be enhanced through the creativity benefits of collaboration (Go and Govers, 2000;Byrd and Gutske, 2007). Collaboration likewise allows for more appropriate development plans to be established, which take account of and respond rapidly to local stakeholder needs, ambitions, and sensitivities (Tao and Wall, 2009;Almeyda et al, 2010).…”

“…Similarly it fosters awareness of the benefits of the approach which may take longer to accrue, thus preempting short term opposition (Kontogeorgopoulos, 2005). Other benefits closely associated with sustainability and fostered by collaboration include monitoring of impacts (Almeyda et al, 2010), spread of conservation ethos (Hoyt, 2005), and exchanges of ideas and best practise (Go and Govers, 2000). Hardy and Beeton (2001) elaborate how the difference between maintainable tourism whereby the status quo is managed short term, in which stakeholder interests are presumed rather than thoroughly researched, and sustainable tourism, which involves the needs and requirements of all stakeholders to create a sense of ownership.…”

Social capital and governance for sustainable rural development

“…However, the governance of rural governance necessitates a more integrated capacity (Go and Govers, 2000) to bring stakeholders, both local and nonlocal, together.…”