Managing heritage tourism in Toraja: strengthening local values and improving tourists’ experiences

Kausar, Devi Roza K.; Gunawan, Myra P.

doi:10.1080/1743873x.2017.1411356

Cited by 20 publications

(16 citation statements)

References 27 publications

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“…The story of migration and the redefinition of cultural identity in the moving destination In recent years, scholars who are engaged in socio-cultural science still popularize studies about Toraja. They investigated cultural traditions, religious rituals, and their impact on the Toraja people (Waterson 2000;Adams 2018aAdams , b, 2020Gayatri 2018;Kausar & Gunawan 2018;Pakan et al 2018;Rumbi 2018;Sudarsi et al 2019). On the other side, western scholars, such as (Yamashita 1979(Yamashita , 1982(Yamashita , 1986(Yamashita , 1994Adams 1984) have popularized these studies for decades due to the uniqueness of the Torajan culture.…”

Section: Resultsmentioning

confidence: 99%

Between the Tongkonan building and the Marampa’ Church: The strategy of “adaptive space” for the Torajan migrant community in Jayapura City

Adventin

Hutubessy

2021

JSD

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This paper examines the strategies of Torajan migrants that helped them to adapt to Jayapura City. This study was inspired by Edward Brunner and Suparlan to understand the concept of the dominant culture. This study uses qualitative research methods, collected by observations, interviews, documentation techniques, and through some of the literature on the migration of the Toraja people. The informants in this study is people who had come in the early days to Jayapura City. They were also members of the Toraja Family Association. These studies found out that the migrants tended to follow the dominant culture, dominated the dominant culture, and created the rules of the game for all communities to follow. They also have identity symbols, such as the Tongkonan building and the Marampa’ Church in Jayapura City. Hypothetically, these symbols show that they are able to adapt to Jayapura City. This study found that the Torajan migrant community in Jayapura took advantage of a strategy called “adaptive space.” This strategy is carried out through cultural redefinition and by identifying similarities with the dominant culture. They also provide for the common needs in the dominant culture and constructing external relations to adapt in Jayapura City.

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Section: Resultsmentioning

confidence: 99%

Between the Tongkonan building and the Marampa’ Church: The strategy of “adaptive space” for the Torajan migrant community in Jayapura City

Adventin

Hutubessy

2021

JSD

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“…As mentioned by different scholars [61,62], archaeological sites are prone to management challenges. Practically, site management challenges include socioeconomic and political problems [63], limited funding, actors' dominance and power concerns [60], institutional conflicts [61], limited expertise [64], and environmental and community pressures [65].In addition, issues related to authenticity, integrity, and sustainability [66] have also been identified as core challenges for site management [67]. The literature has referred to different countries around the world with heritage management challenges, including, for example, the United Kingdom, the United States of America, China, Jordan, Zimbabwe, the United Arab Emirates, Colombia, and Australia [30].…”

Section: Literature Reviewmentioning

confidence: 99%

Archaeological Sites’ Management, Interpretation, and Tourism Development—A Success Story and Future Challenges: The Case of Bibracte, France

Ababneh

2021

Heritage

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Bibracte is described as a well-managed property with significant heritage value. Even as the site’s managing body and its partners continue to deliver encouraging and engaging projects, there are barriers to success. Thus, the primary purpose of this study was to identify and analyze the possible future challenges that the current management may encounter. This study used afield work methodology, and comprised interviews, observations, guided visits, discussions, discourse analysis, and the review of an important corpus of material, from which conclusions were drawn. Significant problems arising from various causes were identified. The results reveal that despite the appropriate heritage management, interpretation, and tourism development practices, the heritage and tourism potential remain not fully captured. The management of the site has established its notoriety as an important research center for experimental and educational archaeology, rather than as an important tourist attraction. Thus, the site has failed to become a popular tourist destination. These difficulties are said to have been molded and enforced by imperatives connected to the site and its surroundings, as well as the Réseau des Grands Sites de France title. This research may contribute to elucidating heritage sites and their unknown management difficulties, which will be beneficial to the sites’ employees and visitors.

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“…Penelitian-penelitian terdahulu telah banyak diakukan terkait dengan pengalaman wisatwan seperti (Amoa et al, 2017;Beckman et al, 2017;Chen dan Rahman, 2018;Roza., 2017), begitu juga terkait dengan nilai yang dihubungkan dengan loyalitas (Kyoungjin dan Graham, 2012;Ali et al, 2018;Castellanos-Verdugo et al 2016;Chen dan Chen, 2010;Chen dan Rahman, 2018;Prebensen et al, Woo, 2013;Sthapit dan Coudounaris, 2018), namun penelitian lain menunjukkan hasil berbeda, dengan menggunakan variabel multi dimensional baik brand experience maupun brand loyalty, diketahui brand experience (sensory experience, behavioral expereince) tidak berpengaruh terhadap brand loyalty (WOM, repurchase intention). Penelitian lain oleh Quan et al (2020), menunjukkan bahwa E-brand experience tidak berpengaruh terhadap E-brand loyalty, sehingga penelitian hubungan antara brand experience terhadap brand loyalty masih terdapat ketidak jelasan hubungan tersebut.…”

Section: Gambar 1 Portofolio Produk Destinasi Indonesiaunclassified

Determinan Loyalitas Wisatawan Pada Wisata Bahari

Sukaris

Hartini

Mardhiyah

2020

EKUITAS

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Faktor yang menimbulkan loyalitas wisatawan penting untuk diketahui oleh pengelola layanan tempat wisata, sehingga pengelola harus mampu memberikan nilai tambah bagi wisatawan, seperti menyediakan pengalaman yang berkesan dan menyenangkan bagi wisatawan, pada akhirnya mendorong wisatawan menjadi loyal dengan memberi informasi positif melalui komunikasi dari mulut ke mulut. komunikasi ini dapat menjadikan orang mengunjungi tempat tujuan wisata tersebut tidak hanya memiliki kesadaran merek tetapi dapat ke jenjang loyalitas. Tujuan penelitian ini menyelidiki pengaruh faktor determinan loyalitas wisatawan. Pendekatan penelitian adalah menjelaskan hubungan antar variabel dengan populasi wisatawan yang telah berkunjung, baik yang berada diluar lokasi wisata maupun wisatawan yang sudah atau pernah mengunjungi pada wisata bahari, dengan sampel berjumlah 200 pengunjung. Analisis data menggunakan structural equation modeling dengan program LISREL. Hasil penelitian menunjukkan pengalaman wisatawan setelah berkunjung berpengaruh terhadap nilai yang dirasakan wisatawan, pengalaman wisatawan setelah berkunjung berpengaruh terhadap loyalitas wisatawan dan nilai yang dirasakan wisatawan setelah berkunjung berpengaruh terhadap loyalitas wisatawan pada wisata bahari yang telah dikunjungi.

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Managing heritage tourism in Toraja: strengthening local values and improving tourists’ experiences

Cited by 20 publications

References 27 publications

Between the Tongkonan building and the Marampa’ Church: The strategy of “adaptive space” for the Torajan migrant community in Jayapura City

Between the Tongkonan building and the Marampa’ Church: The strategy of “adaptive space” for the Torajan migrant community in Jayapura City

Archaeological Sites’ Management, Interpretation, and Tourism Development—A Success Story and Future Challenges: The Case of Bibracte, France

Determinan Loyalitas Wisatawan Pada Wisata Bahari

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