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Journal ArticleDOI

Implementing sustainable tourism: A multi-stakeholder involvement management framework

01 Jun 2013-Tourism Management (Pergamon)-Vol. 36, pp 342-353
TL;DR: In this paper, the authors present the findings of a purposive UK-based case study that evaluated stakeholder involvement in the implementation of sustainable tourism, using over fifty stakeholders' accounts drawn from eight primary stakeholder groups, a "multi-stakeholder involvement management" (MSIM) framework was developed.
About: This article is published in Tourism Management.The article was published on 2013-06-01 and is currently open access. It has received 406 citations till now. The article focuses on the topics: Stakeholder analysis & Stakeholder.

Summary (5 min read)

1. Introduction

  • The MSIM framework offers ST proponents and Destination Management Organisations (DMOs), that is, leaders, a means to address key stakeholder-related issues while systematically involving stakeholders in ST.
  • The authors begin the paper by examining the concept of stakeholders as conveyed by the extant literature before exploring the significance of stakeholders in the implementation of ST, highlighting the related challenges, and presenting the case study context.
  • The paper concludes with ideas for future research directions.

2.1 The Stakeholder Concept

  • Many researchers agree that the stakeholder concept gained widespread acceptance with Freeman’s (1984) book Strategic Management: A Stakeholder Approach (e.g. Donald & Preston, 1995; Jawahar & McLaughlin, 2001, Mitchell, Agle & Wood, 1997).
  • Stakeholders refer to those groups or individuals who are associated with tourism development initiatives and therefore can affect or are affected by the decisions and activities concerning those initiatives.
  • The significance of stakeholders, also known as 2 Implementing ST.
  • Effective stakeholder involvement is complex, problematic and often underestimated (Friedman & Miles, 2006; Jamal & Getz, 1999; Moworth & Munt, 2003).

2.3 Implementing ST: issues and challenges

  • Many authors contend that the problem of implementing ST lies in its practical application and in the complexity of its parental paradigm (e.g. Dewhurst & Thomas, 2003; Harris, Griffin & Williams, 2002; Hardy et al., 2002; Sharpley, 2000).
  • Similar attitudes were identified in later studies.
  • Tourism development problems of natural resource management and global warming affect numerous individuals and groups (Bryson, 2004; Grant, 2004; Jamal & Stronza, 2009).
  • Therefore, implementing ST with multi-stakeholder processes requires leadership, incentive structures, priority setting, long-term vision, resilience and financial resources (Elkington, 2004; Farrell & Twining-Ward, 2005; International Institute for Environment & Development, 2002; Organisation for Economic Co-operation & Development, 2001).

3. The Case Study Context

  • A case study strategy was used to investigate how stakeholder involvement in the implementation of ST could be enhanced to achieve sustainability objectives within a “real-life context” (Yin, 2003:13).
  • The Cornwall Sustainable Tourism Project was selected for three key reasons .
  • Indeed, much of the progress that has been made towards implementing ST in the UK has been through initiatives such as CoaST (VisitBritain, 2010).
  • CoaST operates as a popular network for the exchange of ideas, knowledge and expertise for tourism operators interested in sustainable practice (South West Tourism, 2009).
  • CoaST contributed to the Sustainable Development Panel which was launched in 2006 by the Sustainable Development Commission (SDC), the UK's former independent watchdog on sustainable development.

4. Methodology

  • This case study is deemed purposive because of its likelihood to offer theoretical insight about the relationship between the implementation of ST and stakeholder involvement (Denzin & Lincoln, 2000).
  • The three focus groups provided initial insight which underpinned the interviews because of the participants’ close working relationship and active involvement with CoaST.
  • (1.) analysis of individual interviews and transcripts (within-case analysis, initial coding and categorisation); (2.) identification of shared themes (categorical aggregation and a search for patterns) and (3.) analysis of shared themes, also known as This comprised three stages.
  • Another slice was coded ‘seminar attendance’ in the same context resulting in a group/sub-category named ‘origin of awareness’.
  • Other connected group/subcategories included ‘stakeholder perceptions of ST’, ‘aspects of stakeholder involvement’, and ‘challenges of stakeholder involvement’.

4.1 Limitations of the study

  • The force of which should not be underestimated (Flyvbjerg, 2006), the findings are not generalisable statistically but rather analytically.
  • Albeit developed from an analysis of over fifty real life accounts of lived experiences from the individual interviews and the focus groups, these informants were limited to the eight primary stakeholder groups identified for CoaST in Cornwall, the pattern of which may not replicate to other contexts where alternative key stakeholder groups may be applicable.
  • The inclusion of secondary stakeholder groups in the case study may have detected tweaks in identified concerns or comprehensiveness of issues.
  • Similarly, the interviews may not reflect participants’ experiences elsewhere accurately.
  • Nonetheless, the MSIM framework offers a sound contribution towards the better understanding of ST implementation and stakeholder engagement at both the theoretical and practical level.

5. The Multi-Stakeholder Involvement Management (MSIM) Framework

  • While there are increasing recommendations for the involvement of stakeholders in ST, there is no clear understanding of how best to achieve that goal.
  • The stakeholder concept which was adopted in this study recognises stakeholders and enables organisational and destination managers in the tourism industry to understand them and their needs.
  • Stakeholder perceptions are accepted as crucial for evaluating participatory processes and devising effective strategies for implementing ST (Hardy & Beeton, 2001; Wall & Mathieson 2006).
  • Multi-stakeholder involvement in ST is complex and influenced by a multitude of factors among which seven were identified in this study: leadership qualities, information quality and accessibility, stakeholder mindsets, stakeholder involvement capacity, stakeholder relationships, contextual circumstances and ST implementation priorities.
  • The second part of the MSIM framework constitutes six stages which are embedded within the three strategic levels.

5.1.1 Attraction

  • The attraction level is the first of the three strategic levels of the MSIM framework.
  • At this level, there is need to draw attention to the concept of ‘sustainable tourism’ and build a common view of how different stakeholders perceive it.
  • In its early days, CoaST initiated the ‘Building on Distinction’ (BoD) programme in order to both highlight the importance of ST in Cornwall and identify interested participants (CoaST, 2005).
  • BoD involved six workshops which culminated in the discovery of 23 tourism businesses that were perceived to be enthusiastic about sustainable business practices.
  • These became the first ‘CoaST Ambassadors’ and they represented the beginning of the ‘CoaST network’.

5.1.2 Integration

  • The integration level is the second of the three strategic levels of the MSIM framework.
  • This level facilitates stakeholder collaboration in the pursuit of sustainability objectives.
  • With its ambassadors and other partners, CoaST runs a variety of workshops and events that facilitate this collaboration, objective setting and achievement.
  • For example Community Energy Plus (a charity that offers solutions for sustainable energy in Cornwall) and CoaST Ambassador businesses collaborated to gain a better understanding of behaviour change.
  • Focusing on stakeholder concerns and seeking practical solutions is central to implementation at this level.

5.1.3. Management

  • The management level is the third and final strategic level of the MSIM framework.
  • The aim here is to monitor stakeholder involvement and motivate stakeholders while addressing any issues that arise during implementation.
  • CoaST was at the forefront of launching the Green Tourism Business Scheme (GTBS – a sustainable tourism certification scheme) in Cornwall and the South West to serve that purpose.
  • In order to support the scheme, CoaST provided free site visits, training, workshops and events in addition to email and phone access for queries.
  • As a result of the above three strategic levels, ‘hand-holding’ has been an on-going responsibility of CoaST.

5.2. The six stages of the MSIM framework

  • There are six stages embedded within the three strategic levels of the MSIM framework .
  • At the attraction level are scene-setting and recognition of stakeholder involvement capacity.
  • At the integration level are stakeholder relationship management and pursuit of achievable objectives.
  • At the management level are influencing implementation capacity and monitoring stakeholder involvement.
  • Each stage is associated with a key action which addresses a particular purpose and results in a specific effect.

5.2.1 Scene-setting

  • The aim of scene-setting is to tackle a major and long-standing concern regarding the confused public understanding of ST.
  • In addition to the workshops, talks and events, CoaST’s online strategy has been central to effective communication.
  • As it becomes increasingly important for stakeholders to participate in ST, the need to develop communication strategies that can help stakeholders understand the concept becomes a primary concern.
  • This combination is useful because information quality and accessibility are crucial at this stage for effective communication.

5.2.2 Recognition of stakeholder involvement capacity

  • Recognition of stakeholder involvement capacity is the second stage of the MSIM framework.
  • It is also embedded within the first strategic level of attraction and it maps a route through the numerous and diverse stakeholders.
  • For CoaST, the TBL idea translates into working collectively to ensure that Cornwall operates within its social, environmental and economic means.
  • Identifying stakeholders and analysing them, can aid the understanding of stakeholders’ different situations so that stakeholder engagement is targeted.
  • As the Managing Director explained: …once they [stakeholders] have found their way into that [accepting ST] their job really is to try and find very engaging ways helping them get their head round the connections with all the other things [financial and nonfinancial resources].

5.2.3 Stakeholder relationship management

  • Stakeholder relationship management is the third stage of the MSIM process and the first of the integration strategic level .
  • It deals with the varied stakeholder perceptions and secures support for the implementation of ST through multi-stakeholder interactive networking.
  • Stakeholder relationship management involves encouraging different stakeholder groups to extend their aspirations beyond their core economic, social or environmental goals.
  • A shift towards the wider goals of the TBL concept is set in motion.
  • The CoaST visitor charter is used by members through their websites (e.g. Green pages, Bedknobs Bed and Breakfast, 2010) to help visitors minimise their impact while on holiday in Cornwall.

5.2.4 The pursuit of achievable objectives

  • The pursuit of achievable objectives is the fourth stage of the MSIM framework.
  • It supports the integration strategic level in terms of stakeholder adaptation to the wider goal of ST.
  • To manage stakeholder adaptability, practical sustainability initiatives are encouraged without ignoring potential financial and non-financial obstacles.
  • For example one Bed and Breakfast owner stated:.

5.2.5 Influencing implementation capacity

  • Influencing implementation capacity is the fifth stage of the MSIM process, found in the management strategic level.
  • As a member of the Sustainable Tourism Working Group (STWG), CoaST helped deliver a comprehensive business plan for Cornwall’s tourism sector (CoaST 2008e, Cornwall County Council 2009).
  • Europarc manages Europe’s biological diversity and the Charter is a practical management tool that enables protected areas to develop tourism sustainably (Europarc Federation, 2010).
  • ST is a journey and stakeholder expectations rise especially when positive outcomes are experienced in practice and policy.
  • Nevertheless, the purpose of this stage is to influence stakeholder involvement outcomes and increase the degree of stakeholder involvement.

5.2.6 Monitoring stakeholder involvement

  • Monitoring stakeholder involvement is the sixth and final stage of the MSIM framework.
  • The Managing Director of CoaST noted that ST requires making it [ST] accessible for someone at the beginning of the journey or those working for years and years looking for better ways….
  • This reveals the problems of translating the concept into practical actions.
  • Therefore, on-going effective communication and stakeholder engagement are necessary to motivate active stakeholders and set the scene for new entrants.

6. Discussion of the MSIM framework

  • It is clear that stakeholders become involved in ST initiatives only when they have an awareness and understanding of its significance.
  • The three strategic levels of the MSIM framework allow active prediction and engagement with stakeholder concerns.
  • Finally, continuous stakeholder engagement with ST issues at various events helps to raise stakeholder motivation and rejuvenate the process (section 5.2.6).
  • Tourism is known for its dynamic and multi-faceted nature.
  • Figure 3 is a simplified cyclical representation of the MSIM framework combining the three strategic levels, the six stages and the act of hand-holding.

7. Conclusions and further developments

  • Contributions to its implementation are currently limited yet emerging.
  • Given the ‘multi-stakeholder nature’ of both sustainable development and tourism, the stakeholder concept was an appropriate lens through which to explore stakeholder issues.
  • As stakeholders are instrumental to achieving sustainability objectives, stakeholder views are pivotal for the development of effective stakeholder involvement strategies.
  • This paper has presented a novel framework rooted in case study evidence for enhanced stakeholder involvement in the implementation of ST.
  • The MSIM framework was developed at three levels purposely to: attract stakeholders to ST, integrate them into the stakeholder involvement process, and manage that process .

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"Implementing sustainable tourism: A..." refers background in this paper

  • ...Consequently, the search for meaning was a search for patterns and consistency within certain conditions (Stake, 1995)....

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