The role of tourism public-private partnerships in regional development: a conceptual model proposal

Franco, Mário; Estevão, Cristina

doi:10.1590/s1679-39512010000400003

Cited by 22 publications

(9 citation statements)

References 11 publications

(10 reference statements)

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“…The success of the PPP will depend on the formality of the agreement, clear goal definition, organizational structure, leadership and flexibility, social networks and the efficiency/efficacy of the partnership performance (Franco and Estevão 2010). Partnerships should not only be between the public and private sectors but also involve communities as in various pro-poor tourism initiatives.…”

Section: Discussionmentioning

confidence: 99%

Destination Competitiveness: Public and Private Sector Tourism Management in Serbia

Armenski

Dwyer

Pavluković

2017

Journal of Travel Research

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This study explores the underlying dimensions of destination competitiveness, analyzing the contributions of government and industry stakeholders in enhancing the competitive position of Serbia on the international tourism market. Exploratory and confirmatory factor analysis were used to explore latent dimensionality of “destination competitiveness” among 48 competitiveness attributes evaluated by experts from the public and private sectors of Serbia’s tourism industry. Results show that Serbian competitiveness structure comprises five dimensions: risk management and adaptive environmental strategies, innovation and product development, planning for sustainable development, networking and community concern, and education for sustainability. The research identifies challenges and suggests areas where private and public linkages should be strengthened in order to enhance the competitiveness of Serbia’s tourism industry. Generically, the study advances our understanding of destination competitiveness, its multidimensional nature, and the implications for policy making.

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Section: Discussionmentioning

confidence: 99%

Destination Competitiveness: Public and Private Sector Tourism Management in Serbia

Armenski

Dwyer

Pavluković

2017

Journal of Travel Research

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“…Such 'institutional resistance' may be argued to limit any meaningful exchange between public and private bodies and, ultimately, prevents any wholesale transformation of local outcomes (Barnes et al, 2007). As Franco and Estevao (2010) and Menon and Edward (2014) highlight, the lack of public-private collaboration may result in greater risks (for example, customer-related).…”

Section: B) Local Government's 'Representations Of Public-private Collaboration'mentioning

confidence: 99%

Diverse geographies of power and spatial production: Tourism industry development in the Yamal Peninsula, Northern Siberia

Gorbuntsova

Dobson

Palmer

2019

Annals of Tourism Research

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This paper offers a geographical, anthropological and historical analysis of current tourism development in the Yamal Peninsula, Northern Siberia, Russia. Through qualitative research it highlights the institutional, regulatory and socio-cultural trends of the indigenous society of this marginal region. Currently the traditional economic activity of reindeer herding, which offers autonomy to its nomadic communities, is threatened by local oil and gas industry development. Whilst the introduction of tourism is being pursued by authorities as beneficial to indigenous populations, this research explores power imbalances expressed through space relating to the works of Harvey (1989), Lefebvre (1991) and Gavanta (2006). Findings illustrate conflict characterised by external forces steering local communities toward the tourism industry as an economic aspect of regional strategy.

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“…7 No. 4, 2021 Health tourism researchers: M. Franco and C. Estevã (2010); A. Medhekar (2013); S. Ganguli and A.H. Ebrahim (2017); Z.A.…”

Section: Introductionmentioning

confidence: 99%

Principles of Organizational Wisdom in the Health Tourism Industry

Ramanauskas

Banevičius

2021

BJES

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Health tourism is when patients travel to another state (or within a country) to improve or restore health (Hudson and Li, 2012). Recent studies show that health care spending is on the rise, averaging around 9 percent of GDP in OECD countries, and that the right balance needs to be struck between spending on disease prevention and treatment. Assessing the problem field of the health tourism industry and the current situation, the following key problems are identified: lack of communication and support between health tourism policy makers and health tourism organizations; lack of a culture of cooperation and organizational partnership between the public and private sectors; lack of strategic planning; gaps in the targeted distribution of responsibilities between actors in the health tourism network; resistance of the public and private sector to change. Thus, the article solves the problem – how to ensure the effective application of the principles of organizational wisdom in the health tourism industry? According to the authors, it is expedient for the organizations involved in this complex field of tourism to base their activities on the principles of organizational wisdom. The aim of the article is to propose the application of the principles of organizational wisdom in the health tourism industry. For the systematic review, scientific articles were searched in databases: Cambridge Journals Online; EBSCO; Emerald Publishing; SAGE Journals Online; Science direct; Taylor & Francis. The scientific articles included in the systematic review cover the period 1999-2020. The following methods are used to present the results of the research: comparative analysis, synthesis, graphical representation and generalization. The study identified the following essential principles of organizational wisdom that are appropriate to adapt in the health tourism industry: transformational leadership; organizational culture, management structure and teamwork; recognition of environmental change and rapid and effective response to it; systemic thinking; interaction between different organizations that can lead to high-quality solutions (innovation); the ability to accumulate organizational memory to compare past and present situations and decisions made. The authors in the article substantiate the opinion that the sustainability of the application of these principles depends on the mechanism of organizational partnership in organizing / creating health tourism cooperative. Such an organization has: a balanced structure and clearly defined roles and responsibilities of participants; long-term commitments are matched by specific short-term objectives that can be measured; periodic evaluation of the effectiveness of the role played by each partner; accurate and effective communication between partners and all stakeholders.

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The role of tourism public-private partnerships in regional development: a conceptual model proposal

Cited by 22 publications

References 11 publications

Destination Competitiveness: Public and Private Sector Tourism Management in Serbia

Destination Competitiveness: Public and Private Sector Tourism Management in Serbia

Diverse geographies of power and spatial production: Tourism industry development in the Yamal Peninsula, Northern Siberia

Principles of Organizational Wisdom in the Health Tourism Industry

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