Study on Stakeholder Collaboration and Heritage Tourism Management [1] Arya Viju, [2] Dr.Annie John [1] M.Plan (Urban Planning) Student,Dept

ISSN (Online) 2456 -1304

International Journal of Science, Engineering and Management (IJSEM) Vol 5, Issue 4, April 2020 Study on Stakeholder Collaboration and Heritage Tourism Management [1] Arya Viju, [2] Dr.Annie John [1] M.Plan (Urban Planning) Student,Dept. of Architecture, TKMCE Kollam [2] Professor, Dept. of Architecture, TKMCE Kollam

Abstract: - Tourism is one of the most important revenue generating sectors for all countries besides its special feature as being an important job generator sector. It also serves as a catalyst for development. Similar to other industries, stakeholders have great importance in tourism sector. From tourism sector’s perspective, which is a leading economic sector for many countries for their growth and survival, it is clear that stakeholder management issues are very important in gaining business success. Heritage is often considered as a tourism resource that can provide economic opportunities for many heritage destinations, thus stakeholders of heritage tourism are important. Therefore, the Stakeholder Collaboration and conservation of Heritage Tourism has a critical influence on the sustainability performance of tourism industry and affects the economic benefits of tourism department and local government.

Key words— Heritage Tourism, Stakeholder, Stakeholder Collaboration

I. INTRODUCTION approach in tourism is the need for responsiveness. A change in one element of this system causes changes in Tourism is one of the most important revenue other parts of the system. Therefore, harmony of all parts is generating sectors for all countries besides its special required for overall success of tourism. To create this feature as being an important job generating sector. In harmony, stakeholder management practices should be 2018, the industry helped to generate 10.4% of world GDP used as a key to create strong relationships between the and a similar share of employment, and has shown tourism organizations and their stakeholders. enormous resilience over the last decade. It is observed Participation of stakeholders in the decision- that a very important contribution of tourism development making process is very important for sustainable tourism in an area is the specific enhancement of the quality of the development. According to UNWTO (2005) there are a environs and the infrastructure in the area, which benefit number of stakeholders who may impact directly or not only the tourists but also the local population [1]. indirectly on tourism planning and development. They play The tourism sector could be thought as a system. a wide variety of roles and may sometimes have competing There are several reasons to see tourism as a system. The aims and objectives. first reason is the interdependency in tourism which means that all organizations in tourism sector are interrelated parts II. STAKEHOLDER AND STAKEHOLDER working together to achieve common purposes. The second COLLABORATION reason behind using system approach for tourism is its dynamic and constantly changing characteristics. In other Freeman defined stakeholder as any group or words, tourism can easily be affected by many external individuals who can influence or be affected by an influences such as war, terrorism, political uncertainty, organization’s process of achieving its goals. The international relations, epidemics, technological involvements of multiple stakeholders enhance the value developments, and changes in demographic conditions. and improve the effectiveness of implementing Tourism is a complex sector and consists of different types innovations. of activities and organizations. This characteristic of Tourism stakeholder is defined as any individual or tourism is accepted as another important reason to see group which is included, interested in, either affected by tourism as a system. The fourth reason is the tourism, in positive or negative way, in the tourism competitiveness of tourism. As competition in tourism is industry [6]. intense, tourism organizations of all kinds have to compete According to UNWTO, “stakeholders in tourism” with each globally. The last reason for using the systems includes the following players:

International Journal of Science, Engineering and Management (IJSEM) Vol 5, Issue 4, April 2020

• National governments; planning problems of the domain and/or to manage issues • Local governments with specific competence in related to the planning and development of the domain [7]. tourism matters; Buhalis(2000) believes that destination is • Tourism establishments and tourism enterprises, comprised of a collection of suppliers and services and that including their associations; destination experience is composed of small encounters • Institutions engaged in financing tourism projects; with destination stakeholders (taxi drivers, hoteliers). Also • Tourism employees, tourism professionals and tourists’ perception is affected with elements of the local tourism consultants and Trade unions of tourism attractions such as museums, theatres, beaches, theme employees; parks. Tourists consume destination as a tourism product • Tourism education and training centers; without realizing that each element of the product is • Travellers, including business travellers, and affected and managed by individual stakeholder, who visitors to tourism destinations, sites and attractions; finally affect tourist’s complete impression of the • Local populations and host communities at destination. Tourists also believe that destination tourism destinations through their representatives; stakeholders hold destination inner values or core value • Other juridical and natural persons having stakes and destination products represent a mix of their in tourism development including non-governmental professional and personal interests [4]. organizations specializing in tourism and directly involved in tourism projects and the supply of tourism services. III. HERITAGE TOURISM According to Freeman stakeholders can be divided into two groups primary stakeholders i.e. those According to UNWTO [United Nations World stakeholders without whose continuing participation the Tourism Organization] tourism comprises the activities of organization cannot survive as a going concern and persons traveling to and staying in places outside their secondary stakeholders i.e. those stakeholders who usual environment for not more than one consecutive year influence or affect, or are influenced of affected by the for leisure, business and other purposes. organization, but are not engaged in transaction with According to UNWTO definition of cultural organization and are not essential for its survival. Figure.1 tourism, which is defined as: “A type of tourism activity in shows the various stakeholders and their classification. which the visitor’s essential motivation is to learn, discover, experience and consume the tangible and intangible cultural attractions/products in a tourism destination. These attractions/products relate to a set of distinctive material, intellectual, spiritual and emotional features of a society that encompasses arts and architecture, historical and cultural heritage, culinary heritage, literature, music, creative industries and the living cultures with their lifestyles, value systems, beliefs and traditions”. Architectural Heritage Tourism (AHT), as a significant part of cultural heritage and tourism resources, includes not only the most important commemorative buildings but also the secondary architectural buildings and their natural and artificial environments located in ancient towns and characteristic villages. It is considered as an important cultural attraction and a testimony of history that can tell the historical changes of a city. Therefore, AHTs Fig.1 Classification of Stakeholders by Freeman are of great historical and cultural value [13].

Stakeholder collaboration for community-based The relationship between heritage and tourism is well tourism planning is a process of joint decision making documented and it is generally assumed that culture and among autonomous, key stakeholders of an inter- tourism are interdependent. The growing interest in organizational, community tourism domain to resolve

International Journal of Science, Engineering and Management (IJSEM) Vol 5, Issue 4, April 2020 cultural resources opens new perspectives for the economy tourism. Tourists visit Kerala because of the natural in culturally rich destinations which in turn provide the beauty, but the cultural heritage of the state has great tourism industry with challenges of managing heritage importance. Museums, palaces, places of worship and forts facilities and attractions, and for public agencies [6]. constitute the principal physical assets under heritage and According to UNESCO World Heritage Convention, culture tourism. Complementing these, there are different World Heritage properties are important travel destinations cultural and religious festivals, performing arts, martial that if managed properly, have great potential impact for arts, fine arts, handicrafts & cuisine. Kerala’s local economic development and long-term sustainability. religious/cultural festivals and celebrations such as The approach of heritage organizations is to protect and Thrissur Pooram, boat races in Alappuzha and such others preserve, while tourism has the overriding aim of attract considerable tourist interest. Performing, ritual and becoming a profitable business. Therefore, the martial art forms like Kathakali, Theyyam and management is often characterized by a series of conflicts Kalarippayattu have also been receiving exposure. where conservationists perceive heritage tourism as Department of Tourism promotion Council compromising conservation goals for the benefit of profit (DTPC) was organized as autonomous societies for [13]. decentralized tourism planning, with district as the primary unit. Thiruvanthapuram and Ernakulam district are famous IV. STAKEHOLDER COLLABORATION AND for heritage tourism destinations. Considering Ernakulam HERITAGE MANAGEMENT as an example, Fort Kochi-Mattancherry integrated Heritage zone is considered as most popular heritage site Some international organizations such as the World for both domestic and international tourists. There are a Heritage Convention advocated that measures must be number of public, private stakeholders involved in the taken for improving the stakeholders’ effective heritage tourism management activities. Also local participation for the Sustainable Development of AHT. residents and visitors are important stakeholders for the However, it should be recognized that it is difficult to heritage conservation of the area. The public sector accomplish the maintenance and conservation by relying stakeholders include, Central and State Government on any single stakeholder and no individual stakeholder Tourism Authorities, Architectural survey of India, Police can be fully responsible for all sustainable activities. Department, INTACH (Indian National Trust for Art & Moreover, there are large divergences among all Cultural Heritage), Corporation of Cochin (local self- stakeholders in performing their responsibilities because of government), and Center for Heritage and Environmental the discrepancy of their interests and motivations. Development Cochin. Heritage Association, Kerala Therefore, events about the risks faced with architectural Tourism Development Cooperation (KTDC), Taxi owners heritage often occur in many cities due to the lack of association, Merchants association, Homestay association, protection from stakeholders. There is an urgent need to Tour operators, Tour Facilitators, and Public and Private take more effective measures for arousing the awareness Transportation sectors are also part of these Heritage and enthusiasm of all stakeholders to the Sustainable conservation and Tourism promotion activities. Development of AHT [13]. Collaboration between all these stakeholders promotes The participation of stakeholders in various sustainable Sustainable development of heritage tourism in Fort Kochi. activities of architectural heritage has been considered as one of the key factors impacting the Sustainable V. LITERATURE REVIEW Development of AHT. Local residents and other different stakeholders, such as tourism management department, Literature has been reviewed to understand experts, and community resident committees, should be methodology of stakeholder collaboration, roles of involved in the decision-making process for a better different stakeholders, and how stakeholders have been maintenance and protection scheme of architectural involved in Heritage Tourism activities. heritage. All these stakeholders play different roles in the A. Identifying Critical Stakeholders for Architectural practice of sustainable Architectural Heritage Development Heritage of Tourism, in the case of China [13]. The Architectural Heritage especially the Heritage In India the state of Kerala known as Gods Own Tourism of China was destroyed in the process of Country, has been maintaining an important role in Urbanization due to lack of protection from the

International Journal of Science, Engineering and Management (IJSEM) Vol 5, Issue 4, April 2020 stakeholders. Hence it was necessary to identify the critical less damage of architectural stakeholders for conserving the Architectural Heritage heritage Tourism. Thirteen different stakeholders were identified from tourists and a questionnaire survey was conducted with the Expert group Providing intellectual support qualified respondents. Six stakeholders were identified as for the protection of the critical stakeholders for the Sustainable Development architectural heritage of Architectural Heritage Tourism of China and certain Media Reporting and disseminating interventions were made to improve the efficiency of their information about architectural performance. heritage protection Issues for destruction of AHT of China Construction Completing the project of There were number of policies and regulations enacted company of architectural heritage protection for the protection of Architectural Heritage of China. Lack architectural according to the requirements of proper execution of the policies and regulation was the heritage protection of quality and time cause of decay of Heritage. Few stakeholders were Providing feedback and involved in the protection of Architectural Heritage, and Tourists suggestion for the architectural lack of communication between Government agencies and heritage protection public resulted in the poor performance of Heritage Administration of Tourism. Using, managing, and architectural Table V.1shows the Stakeholder group identified and maintaining the architectural heritage their responsibilities. heritage protection Table V.1 Stakeholders and their responsibilities [13] Stakeholder Group Responsibility B. An Analysis of stakeholder Collaboration in Central government Establishing the policies and Tourism destination, in the case of Montenegro specifications and supervising The study has shown that tourism stakeholders the implementation collaborate at the national level in the process of managing Montenegro as a tourist destination. The author has Local government Implementing the policies of architectural heritage protection identified the destination management functions where within its administrative collaboration occurs and who the stakeholders are, in division addition to measuring effectiveness of collaboration Tourism management Checking the operation of process. departments architectural heritage Table V.2 shows the Stakeholder group identified and their responsibilities. Community resident Communicating the protection Table V.2 Stakeholders and their Responsibilities [6] committees plan to residents and coordinating the relationship Stakeholder Group Responsibilities between residents and administration of architectural Ministry of sustainable  Agency for heritage development and tourism formulation of Real Estate Investing and organizing the • Tourism national policies, development project of architectural heritage Development programs, rules enterprise protection under the authority Department and regulations, of local government and administrations • Department of and for Local residents Participating in the protection Tourism coordination of of architectural heritage and strategy and national tourism understanding the policy in the Policy activities architectural heritage protection • Department of Travel agencies Ensuring the fair use of tourism Sales architectural heritage and the and Market

International Journal of Science, Engineering and Management (IJSEM) Vol 5, Issue 4, April 2020

NTO of Montenegro  To develop development of tourist tourism and information agriculture sectors, system in alignment with  Work on national and local innovation of strategic tourist products development plans  Research tourism LTO independent entities  Improvement and market and setup by the municipality promotion of position tourist original values products from the  Follow LTOs’ municipality area program for which the LTO fulfillment is founded;  Align interests of  Coordination and all tourism organization of organizations cultural, artistic,  Cooperate with entertaining, travel economic, sports organizations and and other events transport which can enhance companies tourist offer;  Sustainable  Offering services tourism and information to development guests;  Organizing tourist- Regional Destination  Mission is to info bureau in Organization enhance tourist places; development of the  Registering and region and following tourist municipalities traffic; within the region,  Cooperating with  Through close local authorities; cooperation with  Implementing local stakeholders questionnaires and in public and other types of private sectors, research with an  Increase aim of estimating engagement of quality of tourist European funds, products. and creation of employment Montenegrin Tourist  It is covering hotel  Income generating Association (MTA) sector, sector of opportunities travel agencies, through restaurant sector,

International Journal of Science, Engineering and Management (IJSEM) Vol 5, Issue 4, April 2020

sector of private community in the tourism development process, awareness accommodation, campaign for residents on the benefits of tourism, and the camping sector, development of economic linkages between the residents and transportation and tourism is essential. • Unequal distribution of benefits among the sector tourism enterprises creates a feel of reluctance in the  Raising funds form people to engage in the tourism activities. memberships, • Lack of policies and strategies for stakeholder sponsorships, collaboration, and Top-Down institutional mechanism donations and create barriers for stakeholder collaboration other sources • If the tourism industry benefits a wider section of aligned with the the community, it helps to create a suitable environment law for collaboration and coordination. • A clear definition of public institutional roles regarding tourism decision making and indicators to VI. DISCUSSION AND FINDINGS measure the results of collaborative efforts can enhance stakeholder collaboration. It is clear that stakeholder collaboration is essential for • Need for establishment of Destination sustainable tourism development. Collaboration can Management organization (DMO) - Take responsibility for enhance destination branding, impacts management, leading destination marketing, management and facilitating benefits distribution, and community cohesion and visitor of coordination and collaboration between stakeholders experiences [8]. Collaboration also helps to minimize involved in tourism at all levels potential tensions and fosters more successful host-guest • Need for proper involvement of all stakeholder relationships [11]. Collaboration allows more appropriate group in the decision making process. Participation of local development plans to be established, which help to respond community must be there in each decision making process. rapidly to local stakeholder’s needs, ambition and • Some financial management issues also create sensitivities [5]. Coordination and collaboration in barrier for stakeholder collaboration, such as more focus planning are needed in a fragmented nature of tourism [3]. on the agency’s benefits, limited financial budgets, and Barriers for stakeholder collaboration and some general inflexible financial mechanism measures to enhance stakeholder collaboration. • Allocation of fund for tourism activities should be • Inefficient administrative system creates a barrier based on broad discussion with the stakeholders and should for collaboration. be in a transparent way to create trust between stakeholders • There is need for establishment of an organization • Strategies for promoting public private to lead tourism collaboration. partnership must be adopted and it is necessary to ensure • Public authorities should create proper regulations that all investment create benefits for local people to manage the stakeholder collaboration process. • Developing strategic partnerships to achieve • There is a need to reassign the functions and task greater benefits from tourism. of relevant department and functional body to guarantee • Local government should be aware of negative they do not overlap and create conflicts and confusion impact of tourism and they ensure new tourism project • There is a need for unification of public should not affect the culture and environment adversely institutions with tourism related functions. • Cumbersome administrative procedures, • Specific tasks and responsibilities for each asynchronous management system, legal framework and stakeholder should be assigned separately, so that they can policy mechanism also create a barrier for collaboration best apply their capabilities and the efficiently manage • Increase communication between the their resource for achieving the common goal stakeholders. • Moreover lack of knowledge of the benefits of tourism act as a barrier to collaboration, thus education Tourism Destination Management requires strong programs would be beneficial. collaboration between stakeholders, and it can serve as a • The public sector needs participation of the wider tool for increasing competitiveness of the area. Close

International Journal of Science, Engineering and Management (IJSEM) Vol 5, Issue 4, April 2020 cooperation between tourist supply market players is city Vietnam. Vietnam: School of Hospitality and Tourism needed for sustainable tourism management and Heritage New Zealand Tourism Research Institute Auckland conservation. Public sector leads overall development of University of Technology. tourism industry; when making decisions it has to [11] Khlaikaew, K. (2015). Cultural Tourism incorporate needs of private sector in each destination Management under Context of world Heritage sites: management function. Stakeholders opinion between Luang Prabang

CONCLUSION It can be concluded that Stakeholder Collaboration is necessary for Heritage Tourism Management. It helps to safeguard Heritage and achieve sustainable economic development. Stakeholder collaboration makes the stakeholders aware and stakeholders become committed to sustainable development, with capacity to manage tourism sustainably. Stakeholder collaboration can strengthen the local community, creating a suitable environment by advocating policies, strategies, and frameworks that support sustainable tourism as an important vehicle for protecting and managing cultural and natural heritage.

REFERENCES

[1] (2018). Kerala Tourism Statistics. Kerala: Research and Statistics Division Department of Tourism. [2] Bertramini, A. L. (2014). Collaborative Tourism Planning: A Case of Cusco, Peru. Current Issues in Tourism, 71-93. [3] BetraminiA.M, L. &. (2002). Collaborative Tourism Planning: A Case Study of Cusco, Peru. Current Issues in Tourism , 71-93. [4] Bhuhalis, D. (2000). Marketing the compettive Destination of the future. Tourism Management, 97-116. [5] Canavan, B. (2017). Tourism stakeholder exclusion and conflits in a small island. Leisure studies, 409-422. [6] Christina Aas, A. L. (2005). Stakeholder Collaboartion and Heritage Tourism Management. Elsevier, 28-48. [7] Gazivoda, D. (2014). An Analysis of stakeholders Collaboration in Destination: in the case of Montenegro. University of Ljubljana, Faculty of Economics. [8] Getz, T. B. (1995). Collaboration Theory and Community Tourism Planning. Annals of Tourism Research, 186-204. [9] Go, F. G. (2000). Integrated Quality management for Tourist Destinations: a European perspective on achieveing competitiveness. Tourism management, 79-88. [10] Hue, H. T. (2019). Stakeholder Collabortion in sustainable Urban Tourism Development: The case of Hue