How are we Working Together? A Framework to Assess Collaborative Arrangements in Nature-based Tourism

Abstract

Working together' is increasingly advanced as a logical strategy to pursue naturebased tourism because it embraces multiple benefit claims to the natural environment. This paper examines terminology within the collaborative rubric (partnerships, collaboration and co-management) and develops an assessment framework consisting of five elements. Together the elements enhance conceptual precision and direct attention to aspects requiring careful consideration by those pursuing such innovative approaches. The proposed assessment framework is subsequently applied to a tourism initiative in the lower portion of the St John River in New Brunswick to illustrate the potential utility of the framework. Systematic application of the framework confirms that considerable specificity is possible when addressing nature-based tourism initiatives. Closing reflections highlight benefits of this discernment, the functionality of the framework and potential implications for nature-based tourism programmes and policies.

Conflict management within the context of community based tourism: an exploratory study

“…Among these occurrences of conflict, the term is used as an issue that needs to be addressed within nature-based tourism (Dowling, 1993;Plummer et al, 2006), especially when considering natural resource management (Jamal et al, 2002;McKercher et al, 2005;, the conservation or the well-being of the environment (Beaumont & Dredge, 2009;Dowling, 1993;Jamal & Getz, 1995;McKercher et al, 2005; and human to wildlife conflict (Kibicho, 2008). Additionally, conflict is discussed as being the result of increased visitation (Jamal & Getz, 1995), the impact of increased habitation attributable to tourism and its impact on the pre-existing residents (Jamal & Getz, 1995), and of trying to preserve cultural heritage while providing tourist access (McCool, 2009).…”

“…Reid et al (2000) added that conflict often occurs at mature tourism destinations due to the community's resistance to continued development. When change occurs rapidly and stressors affect environmental and socio-economic conditions, conflict will occur between those involved with these resources (Plummer et al, 2006). As will be discussed, all of these general tourism issues can be significant within CBT specifically.…”

“…With reference to stakeholders, conflict has been discussed as the result of a power imbalance between stakeholders (McKercher et al, 2005), while Plummer et al (2006) add that conflict can be a result of structural power imbalances or if one party involved seems to be controlling all the power. Additionally, conflict is discussed as the potential outcome among stakeholders while organising the co-management of property rights (Plummer et al, 2006) and in relation to tourism policy-making (Bramwell & Sharman, 1999;. There is also tourism literature that seeks to understand how public interest is taken into account during tourism development conflicts (Dredge, 2010;Okazaki, 2008).…”

“…Conflict is also found within the tourism literature based on similar concepts to collaboration, for example, cooperation. Conflict has been discussed as the resulting byproduct of a cooperative or collaborative venture (Kibicho, 2008;Plummer, Kulczycki, & Stacey, 2006), and also as being pre-existing between cooperating parties, hence supporting its need (Plummer et al, 2006);Jamal & McDonald, 2010;Jamal et al, 2002). More specifically, conflict has been discussed as a result of collaborators having different or opposing opinions (Bramwell & Sharman, 1999;Jamal et al, 2002;Kibicho, 2008;Plummer et al, 2006).…”

Cooperation Patterns in the Tourism Business: The Case of Poland

“…Hence, a joint process of interaction among stakeholders in a tourist destination could be considered collaboration. Stakeholders usually pool their resources and cooperate to resolve emerging problems in tourism development (Bramwell, Lane, 2000b;Plummer et al, 2006). Collaboration, as a fl exible and dynamic process, evolves over time and allows a range of partners to address serious problems and issues jointly (Gray, 1989).…”