Developing an evolutionary tourism partnership model

Instrumentos turísticos de cooperación público-privada en tiempos de crisis: motor de competitividad o especie amenazada?

“…Ambos modelos y otros que han surgido paralelamente otorgan a la cooperación público-privada un papel primordial como motor de la competitividad de los destinos. Desde entonces, innumerables trabajos analizan modelos y experiencias de cooperación público-privada de diversa índole del universo turístico, tanto en la esfera teórica (véase entre otros Bramwell and Lane, 2000;Dredge, 2006;Hall, 2009;Secretaría General de Turismo, 2008;Selin andChavez, 1995 andMarch andWilkinson, 2009); como aplicada (véase entre otros Bové y Guim, 2013;Casellas, 2007;García, 2007;Muñoz y Fuentes, 2013), tratando de establecer las virtudes y las dificultades de cada proceso de cooperación y su influencia sobre la competitividad o sostenibilidad de los destinos. En este trabajo se describe la breve experiencia del Consorcio Calpe Tourism, un instrumento creado en enero de 2012 y disuelto en diciembre de 2014, al objeto de dilucidar las virtudes y dificultades que el mismo ha enfrentado en su misión de promoción de la competitividad de este destino.…”

Why destination visitor travel planning falls between the cracks

“…More recently, there has been a global push towards greater involvement of the private sector in activities which were previously undertaken or funded by public sector organisations (Hall, 1999 andSelin andChavez, 1995, pp. 844-845;Stanford, Carter, & George, in press).…”

Exploring the Role of Public–Private Partnerships in Forest Protection

“…The role of leadership may vary at different levels on the Ladder of Partnership Activity, but we can expect the government to play a particularly important role in certain phases, especially in the institutionalization phase. It is also important for the government to avoid advocating for specific solutions and to show respect for the different viewpoints of the involved stakeholders [28,30]. To summarize, the institutionalization process is assumed to depend on key stakeholders' past experiences with collaborative efforts but also the government's capacity to create the necessary conditions for partnership institutionalization by supplying the resources and leadership [12,26] needed to achieve the stated objectives.…”

“…The role of leadership may vary at different levels on the Ladder of Partnership Activity, but we can expect the government to play a particularly important role in certain phases, especially in the institutionalization phase. It is also important for the government to avoid advocating for specific solutions and to show respect for the different viewpoints of the involved stakeholders [28,30]. processes may also be based in more profound values or ideologies and related critiques of top-down or bottom-up approaches [19].…”