Governance of tourism in OECD countries

Abstract

This paper discusses trends in tourism governance among OECD countries and identifies good practice. Governance is defined as the exercise of political, economic and administrative authority necessary to manage a nation's affairs. The material for this paper is derived from a review of government websites and publications, a survey of policy material provided to the OECD tourism unit by member countries and discussions with OECD and member country representatives. The paper draws together good practice from around the world and provides an assessment of governance issues from the perspective of national tourist administration organizations. Seven areas of good practice are identified.

Community Empowerment and Sustainable Tourism Development: The Mediating Role of Community Support for Tourism

“…The scale for community empowerment consists of three dimensions including accountability (ACC), capacity building (CB) and leaders' support (LS) adopted from Satarat [54], rated on a 5-point Likert scale. CB refers to a local community's increased ability, skills, knowledge and resources to strengthen themselves and enable them to cope with local problems faced [55]. ACC is defined as equal voice and opportunities for all community members in the local development process [56].…”

Community-Based Rural Tourism in Inter-Organizational Collaboration: How Does It Work Sustainably? Lessons Learned from Nglanggeran Tourism Village, Gunungkidul Regency, Yogyakarta, Indonesia

“…In this collaboration, all stakeholders can share knowledge and, information as well as issues related to their common goals [21] and are expected to address all real needs and issues of the tourism development [22]. Furthermore, collaborative governance can avoid conflicts among the stakeholders [23]. In tourism planning, where stakeholders have different interests in the development of an area, stakeholder collaboration is obvious.…”

Adaptive co-management as an approach to tourism destination governance – a case of protected areas in Bangladesh

“…This is because the success of any governance approach is dependent on the extent to which diverse stakeholder groups can not only establish relationships but also maintain these relationships to cooperate and collaborate. When tourism is added to the mix, stakeholder relationships become even more complex; often because some stakeholders are only vaguely aware of what tourism is and how this industry sector affects other stakeholder groups and their interests (Scott & Marzano, 2015).…”

“…Further factors such as skewed power relationships (often) between government, wealthy elites, and local residents serve to further complicate the governance of tourism destinations, as well as the fact that tourism is a fragmented sector and so leadership is often lacking (Scott & Marzano, 2015). Certainly in tourism there have been calls for several decades to more actively engage a wider range of stakeholders, particularly local residents, in planning and decision-making for tourism (see for examples of Turkey Tosun, 2000;Tosun, 2006).…”

“…Governance is a multi-faceted concept that is underpinned by relationships (both formal and informal) between multiple stakeholder groups (public, private and other social actors in the system) as well as the systems that influence how stakeholders interact with one another (Baggio et al, 2010;de Bruyn & Alonso, 2012;Scott & Marzano, 2015). Governance is also a process whereby stakeholders determine, implement and evaluate the rules for their interaction to achieve collective outcomes (Beritelli, Bieger, & Laesser, 2007;de Fouloy, 2015).…”