Amira Fathimath
Primary Supervisor: Professor Simon Milne
Secondary Supervisor: Associate Professor Ken Hyde
- The overall aim is to explore and understand the role of stakeholder collaboration in STC in Auckland.
- What are the perspectives of stakeholders regarding collaboration in the tourism industry?
- Is there a link between the factors that assist the process of collaboration and those that support STC?
- What are the factors that facilitate or hinder collaborative processes and activities between tourism industry stakeholder collaboration?
- What are the changes, if any, that occurred to collaborative practices in the tourism industry due to Auckland’s political amalgamation?
The Role of Stakeholder Collaboration in Sustainable Tourism: the Case of Auckland, New Zealand
Conceptual Model of Destination Competitiveness
Literature Review:
Issues & Challenges to Collaboration
- Those who wish to engage in collaboration are faced with complexities and challenges
- Insufficient collaboration and communication between stakeholders frequently blamed as major obstacles to tourism development
- To increase collaborative success, issues pertaining to maintaining trust and long-term relationships, equal engagement and participation and conflict resolution need to be addressed
Literature Review:
Attributes of competitiveness focused by existing research
Conclusion
Literature Review:
Issues & Challenges to Collaboration
Crouch & Ritchie's (2003)
- Collaboration and cooperation has proved to be particularly challenging in amalgamated cities
- Enthusiasm for political amalgamation is rarely universal
- Feelings of discontent start to increase when attention to local areas are felt to lessen
- Perceived/real under-representation of local areas in the larger jurisdiction
- Increased costs not matched with enhanced redistribution policies
- Do not appear to yield tangible benefits to local areas compared with central district (Wier & Rongerude, 2007)
- Price competitiveness (Dwyer, Forsyth & Rao, 2002)
- The environment (Hassan, 2000)
- Strategic management (Jamal & Getz, 1995)
- Productivity (Blanke et al., 2011)
- Efficiency and capability (Barros et al., 2011)
- Communication and information management (Heath, 2003)
- Quality of products and services (Navickas & Malakauskaite, 2009)
- Customer satisfaction (Caber, Albayrak & Matzler, 2012)
- Destination image (Andrades-Caldito et al., 2012)
- Sustainability of resources (Ritchie & Crouch, 2003)
Model for Enhancing Sustainable Tourism Competitiveness
Model of Competitiveness and Sustainable Development of Tourist Destinations
Model of Destination Competitiveness
Navickas & Malakauskaite's (2009)
Research Paradigm & Methods
Sampling
Model for Enhancing Sustainable Tourism Competitiveness
Research Process
Aims & Objectives
Introduction & Background: Definitions
Introduction & Background
- Tourism is made of of experiences achieved from the combination of diverse products and services created by numerous providers (Saayman & Sotiriades, 2015)
- Attractions can be natural, man-made or comprised of experiences
- Efficient and effective use of available resources relies on the how well different groups and individual stakeholders that make up the tourism industry collaborate
- Tourism competitiveness depends on the ability to attract tourists through products and experiences that are superior to competitors (Choi, Li, Kim, & Cai, 2011).
- Despite the importance of collaboration in achieving and enhancing STC, research in this area is scarce (Bornhost, et al., 2010)
- Few studies focus on competitiveness and collaboration
- Collaboration is particularly important for tourism industries of regions where previously disparate municipalities are merged to create one unitary authority
Strategic Framework for Growing Auckland's Visitor Economy
- Sustainable tourism competitiveness is the “ability of a destination to maintain the achieved market position (market share) and/or improve it over time” (Horak, Marusic &Favro, 2006, p. 146).
- Collaboration is the process by which the main stakeholder of a “problem domain” undertake joint decision-making for the future of the domain (Gray, 1989, p. 227)
- Cooperation does not convey “the complex interpretations and the necessary conditions covered by the term collaboration” (Jamal & Getz, 1995, 187)
- Stakeholder is “any group or individual who can affect or is affected by the achievement of the firm’s objectives (Freeman, 1984, p. 25)
Strategies Supporting Auckland's Vision
Table of Contents
(Auckland Council, 2012d, p.10)
Auckland:
an overview
- Introduction & background
- Research limitations & prospects for future research