Stakeholder collaboration and heritage management

Abstract

This article examines a collaborative approach to the relationship between heritage management and tourism development in Luang Prabang, Laos. The purpose is to examine stakeholder collaboration and management roles as well as the interdependence of the heritage conservation and tourism development. The research examines a UNESCO/Norwegian government project, aiming to promote collaboration between heritage conservation and tourism through stakeholder involvement. Five aspects are explored: channels of communication between the heritage and the tourism groups, generating income for heritage conservation and management, involving the local community in decisionmaking, involving the local community in tourism activities, and an assessment of the extent and success of stakeholder collaboration. Keywords: stakeholder collaboration, heritage management, Laos. Ó 2005 Elsevier Ltd. All rights reserved.Résumé: Collaboration des parties intéressées et gestion du patrimoine. Cet article examine une approche collaborative envers la relation entre la gestion du patrimoine et le dével-oppement du tourisme à Luang Prabang, au Laos. Le but est d'examiner la collaboration des parties intéressées et les rôles de sa gestion ainsi que l'interdépendance entre la préservation du patrimoine et le développement du tourisme. La recherche examine un projet de l'UNESCO et du gouvernement norvégien visant à promouvoir la collaboration entre la pré-servation du patrimoine et le tourisme à travers la participation des parties intéressées. Cinq aspects sont explorés: les voies de communication entre les groupes représentant le patrimoine et le tourisme, la génération de revenus pour la préservation du patrimoine et sa gestion, la participation de la communauté locale dans la prise de décisions, la participation de la communauté locale aux activités du tourisme et une évaluation de l'étendue et du succès de la collaboration des parties intéressées. Mots-clés: collaboration des parties intéressées, gestion du patrimoine, Laos. Ó

Heritage tourism, CSR and the role of employee environmental behaviour

“…A small number of studies explore the perspectives of the community (Liu et al, 2014) and multiple stakeholders, such as government and park authorities (Imran, Alam & Beaumont, 2014). Even though heritage has sometimes been treated as a static commodity of tourism, its associated values are frequently changing (Hall & McArthur, 1998), which is why many heritage management issues are caused by a dearth of interaction among stakeholders (Aas, Ladkin & Fletcher, 2005). Further research is required to expand research in heritage tourism 9 CSR reaching beyond managers and secondary data, and accomplishing basic empirical research including follow ups, longitudinal and cross sectional designs across a range of stakeholders (Dwyer & Sheldon, 2007;Coles et al, 2013).…”

Multi-Criteria Approach for Measuring Stakeholder Perception on the Impacts of Tourism Policy

“…Ritchie & Crouch, 2003), or in some practical research oriented on stakeholder management (e.g. Aas, Ladkin & Fletcher, 2005;Brida, Osti & Faccioli, 2011). The research proves the legitimacy of this specific category and its importance for destination stakeholders.…”

“…Buhalis, 2000;Aas, Ladkin & Fletcher, 2005;Byrd, Cárdenas & Greenwood, 2008;Hall, 2008;Goeldner & Ritchie, 2012;Morrison, 2013) stress the importance of stakeholder involvement in strategic planning, primarily in the implementation phase. Moreover, some authors consider the involvement of stakeholders as an inevitable condition for successfully implementing the strategy, achieving sustainable tourism development and gaining the benefits of tourism for the destination (Byrd, Cárdenas & Greenwood, 2008;Bahar & Kozak, 2008;Vanhove, 2011).…”

“…Buhalis (2000) points out that managing tourism with the involvement of the regional stakeholders is extremely difficult for destination management. Aas, Ladkin and Fletcher (2005) summarize a number of challenges such as increased costs of management processes, the difficulty in identifying legitimate stakeholders, and the limited capacity of stakeholder participation. The OECD (2012, p. 9) emphasizes the role of regionally-based destination management organizations (DMOs) which "often co-ordinate government and private sector actors at a sub-national level" and thus "they provide the basis for developing stakeholder networks for policy development".…”

“…Buhalis (2000), Hall (2008), Ritchie and Crouch (2003) also emphasise the importance of the involvement of regional stakeholders in the strategic planning process, strategy implementation and monitoring. The involvement of regional stakeholders is widely considered as one of the main principles for achieving sustainable tourism development and a long-term competitive advantage (Kozak, 2004;Aas, Ladkin & Fletcher, 2005;Byrd, Cárdenas & Greenwood, 2008). Buhalis (2000) points out that managing tourism with the involvement of regional stakeholders is extremely difficult for destination management.…”