COVID-19, Adaptive Capacity and Tourism Governance: The Case of Pakistan's Tourism Industry

The coastal / maritime tourism is an important segment in a multi-trillion dollars and multivariate global tourism industry. It offers one of the new avenues and fastest growing areas for significant role in global economies. Various countries such as Maldives, Indian State of Kerala, Singapore and Thailand etc. have focused on maritime tourism with good governance practices evolved over period of time to earn substantial revenues from it. Pakistan has also immense maritime tourism potential with diversified natural, religious, and cultural tourism resources. But Pakistan’s maritime tourism is considered very weak due to various issues. With qualitative research, this paper attempts to explore and suggest solutions for the development of maritime tourism sector of Pakistan by analysing the tourism governance of global success stories and evaluating the nationwide potential and challenges. Arguments are developed that the factors behind the success stories of Maldives & Kerala state in India can act as guidance for taking initiatives on the proposed potential sites in order to uplift the maritime tourism sector in Pakistan. It is anticipated that the effective implementation of this paper’s recommendations would be instrumental in gearing up Pakistan’s Maritime economy.

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Tourism governance during the COVID-19 pandemic crisis: A proposal for a sustainable model to restore the tourism industry

Environment Development and Sustainability ◽

10.1007/s10668-021-01707-3 ◽

2021 ◽

Author(s):

Rafael Robina-Ramírez ◽

Marcelo Sánchez-Oro Sánchez ◽

Héctor Valentín Jiménez-Naranjo ◽

José Castro-Serrano

Keyword(s):

Structural Equation ◽

Developed Countries ◽

Tourism Industry ◽

Tourist Industry ◽

Safety Measures ◽

Tourism Sector ◽

Private And Public ◽

Development Goals ◽

Tourism Governance ◽

Cooperative Awareness

AbstractUnsustainable models of governance belonging to a widespread neoliberal mindset in developed countries have commonly been applied in the tourism industry. The management of the COVID-19 pandemic crisis has provided exemplary lessons regarding the application of sustainable models of governance. Through a participatory research, guidances are provided to tackle the COVID-19 effects in the tourist sector, namely in the Spanish southwestern region of Sierra de Gata. Seventeen indicators are proposed to enhance the safety measures, commitment of tourist authorities, communities empowered and protection of common resources among tourism industry, tourist authority and communities to spread cooperative awareness, mutual trust and shared objectives. Using a sample of 161 tourism companies, we tested a model of tourism governance with two focus groups during May and October 2020. Structural equation modelling (SEM) was utilized. Based on the data attained from a questionnaire and interviews, a sustainable tourism model to recover the threatened tourism sector is proposed. Indeed, our results can be used to draw theoretical and practical conclusions such as 1.) connecting private and public interactions to tackle the spread of the virus and strategies to recover the damaged tourist sector, 2.) to develop corporative values among the tourist industry and communities, 3.) to enhance governance models (trusts, consortia, tourist boards, clusters) to promote cooperation, 4.) to improve the local participation of companies, communities and associations in decision-making, and 5.) to prioritize qualitative development goals over quantitative ones, in the touristic territory. These conclusions are applicable to other regions suffering from the damaging consequences of the pandemic.

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Towards a tourism industry turnaround: the need for a new metric of social success

Worldwide Hospitality and Tourism Themes ◽

10.1108/whatt-10-2021-0135 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Alfonso Vargas-Sanchez

Keyword(s):

Design Methodology ◽

Active Role ◽

Tourism Industry ◽

Tourism Planning ◽

Content Type ◽

Social Success ◽

Tourism Destinations ◽

Tourism Governance ◽

Business As Usual ◽

Practical Implications

PurposeThis review highlights the need for a tourism industry turnaround combining changes in its governance and in its social success metric.Design/methodology/approachAlthough debate was ongoing before the pandemic with the sustainability approach as the main reference, the crisis caused by the SARS-CoV-2 has multiplied and amplified the voices calling for change in order to counteract the inertia of a return to the pre-pandemic “business as usual” scenario.FindingsThis review led to a proposal that combines a tourism governance framework and its principles, with a conceptualisation of social success and guidelines for building a metric for its measurement.Originality/valueThis resides mainly in a transition from a public–private partnerships (3Ps) model to a new scheme of public–private–people partnership (4Ps). The P for “people” represents the need for an alliance with society to contribute to the recovery and transformation that the tourism industry is currently experiencing. In this process, local communities should be empowered to play an active role in it. In the proposal elaborated, host communities are the focus of its conceptual architecture. To-date, analysis of the application of the 4Ps model to tourism is almost unexplored, despite the significant practical implications of a power re-balancing in decisions related to tourism planning and development. In addition, a social success-driven metric supported at the institutional level will contribute to redefining priorities in tourism destinations'/companies' strategies.

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Covid-19 crisis: a new model of tourism governance for a new time

Worldwide Hospitality and Tourism Themes ◽

10.1108/whatt-07-2020-0066 ◽

2020 ◽

Vol 12 (6) ◽

pp. 691-699

Author(s):

Alfonso Vargas

Keyword(s):

Value Chain ◽

Design Methodology ◽

Tourism Industry ◽

Content Type ◽

New Challenges ◽

Tourism Governance ◽

Traditional Roles ◽

Practical Implications ◽

New Time

Purpose The COVID-19 crisis has had a dramatic impact on the tourism industry, with new challenges that calls for a combination of short- and medium-/long-term perspectives. At the destination level, a factor that has a critical incidence in the recovery path is the type of tourism governance. With the spotlight on this factor, the purpose of this paper is to reflect on the need to accommodate the model of tourism governance to the requirements of this new time. Design/methodology/approach The discussion that already existed in the literature about the roles of destination marketing organizations (DMOs) has been brought into the new context of the coronavirus crisis to propose three fundamental changes in them, together with the centrality of host communities in a model based on public–private–people partnerships. Findings Under the principle that the M in DMOs has to stand for management, an evolution of these organizations toward the performance of three different roles is proposed, namely, as the orchestrator of the various players in the destination, the facilitator of opportunities for its members and the intelligence promoter and their strategic mind. Practical implications The practical implications of this proposal are numerous, as it represents a move beyond the usual public–private partnerships of the old normal and goes further than the traditional roles of marketer, intermediary in the value chain and brand promoter. Originality/value To the best of the author’s knowledge, this is the first work dealing with the topic of tourism governance in the context of the pandemic.

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From Liminal Labor to Decent Work: A Human-Centered Perspective on Sustainable Tourism Employment

Sustainability ◽

10.3390/su13020851 ◽

2021 ◽

Vol 13 (2) ◽

pp. 851

Author(s):

Dimitri Ioannides ◽

Szilvia Gyimóthy ◽

Laura James

Keyword(s):

Research Agenda ◽

Sustainable Tourism ◽

Tourism Industry ◽

Decent Work ◽

Sustainability Research ◽

Development Goals ◽

World Tourism Organization ◽

Tourism Governance ◽

Tourism Organization ◽

To Receive

In its sustainable tourism agenda for 2030, the UN World Tourism Organization has embraced three United Nations Sustainable Development Goals. One of these, specifically SDG 8, highlights the need to pursue decent work and growth. Nevertheless, despite the growing recognition of this target and although there is a growing number of writings lamenting the precarity characterizing many tourism-related jobs, the topic of tourism-related work continues to receive sparse attention in the considerable volume of academic literature on tourism and sustainability. This paper attempts to redress this neglect. First, by providing a review of extant studies on tourism labor, we seek to explain why this research lacuna continues to exist. We then examine organizational and technological aspects of tourism governance, which hinder attempts to establish decent work and improve dignity in the tourism industry worldwide. By acknowledging the volatile and liminal status of tourism work and future labor market prospects, we arrive at the following question: what should sustainable tourism work look like? This leads us to suggest that the development of a human-centered research agenda, which focuses on workers’ agency and resources, offers a promising research avenue for expanding on the tourism and sustainability research agenda.

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Tourism Governance in the aftermath of COVID-19: A Case Study of Nepal

The Gaze Journal of Tourism and Hospitality ◽

10.3126/gaze.v12i1.35676 ◽

2021 ◽

Vol 12 (1) ◽

pp. 44-69

Author(s):

Prakash Chandra Neupane

Keyword(s):

Good Governance ◽

Developing Economies ◽

National Level ◽

Tourism Industry ◽

The Public ◽

Global Pandemic ◽

Tourism Sector ◽

The Government ◽

Almost All ◽

Tourism Governance

The global pandemic of COVID 19 has had a severe effect in various developing economies, including Nepal itself, as it has seriously engulfed the strongest economies of the world. The tourism industry globally has been paralyzed, and it will take long ahead to get the industry back on track. There are challenges to revive this industry and ensure its tremendous contribution to revitalizing the ailed tourism sector. To drive this situation more efficiently and tactfully, the need for good governance through its leading agencies seem to be much demanding and prevailing. Visit Nepal 2020 has been postponed by the Nepal government due to the potential risk of an outbreak of COVID -19 and almost all the government efforts have now been centralized to combat the threat of COVID-19. Both domestic and international tourism is in its complete halt, creating a massive shortfall on revenue generation in the national economy. To combat the spread of COVID-19 into the community level and thus checking the further loss of lives and property, series of lockdown at the national level were imposed restraining the public mobility, factories, and industries are closed for indefinitely leaving the tourism activities completely at coma. As the tourism industry globally has come to a halt now, stopping all the tourism-based activities resulting cut off of a heavy chunk of revenue, it’s a high time to think over the noble strategies on what might be the forms and modality of governance in tourism sector globally.

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A managerial perspective on omnichannel e-customer

ESPERIENZE D IMPRESA ◽

10.3280/ei2018-001001 ◽

2020 ◽

pp. 5-17

Author(s):

Maria Teresa Cuomo ◽

Francesca Ceruti ◽

Alice Mazzucchelli ◽

Alex Giordano ◽

Debora Tortora

Keyword(s):

Social Networks ◽

Social Media ◽

Empirical Analysis ◽

Customer Experience ◽

Tourism Industry ◽

Point Of View ◽

Social Commerce ◽

Social Dimensions ◽

Offline Channels ◽

Managerial Perspective

The actual omnichannel customer uses indifferently both online and offline channels to express himself through consumption, which increasingly blends personal, cultural and social dimensions. In this perspective social media and social networks are able to assist e-retailers in their effort of creating a total e-customer experience, especially in the tourism industry, trying to satisfy their clients from the relational and commercial point of view. By means of an empirical analysis where managers were interviewed on the topic and its degree of application in the firms, the paper underlines how from the managerial point of view, that represents a new prospect on the topic, the expected shift from e-commerce to social commerce paradigm, facilitating the selling and buying of products and services by using various internet features, is nowadays not completely understood and realized.

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TOURIST BUSINESS DEVELOPMENT IN UKRAINE

Problems of Innovation and Investment Development ◽

10.33813/2224-1213.21.2019.5 ◽

2019 ◽

pp. 39-46

Author(s):

Stefania Mosiuk ◽

Igor Mosiuk ◽

Vladimir Mosiuk

Keyword(s):

National Economy ◽

Methodological Approach ◽

Business Development ◽

Tourism Industry ◽

The State ◽

Complete Analysis ◽

Resource Potential ◽

The World ◽

Potential Resource ◽

Favorable Conditions

The purpose of the article is to analyze and substantiate the development of tourism business in Ukraine as a priority component of the national economy. The methodology of this study is to use analytical, spatial, geographical, cultural and other methods. This methodological approach provided an opportunity to carry out a complete analysis of the state of the tourism industry of the state and to draw some conclusions.The scientific novelty lies in the coverage of the real and potential resource potential for the development of the recreational and tourism sphere in Ukraine, detailing the measures for the country ‘s entry into the world tourist market. Conclusions. Analyzing the state and prospects of tourism business development in Ukraine, it should be noted that this industry is one of the priority areas for improving the economy of the country. Historical, cultural – ethnographic, gastronomic, sanatorium and resort potentials of the country will lead the country into world leaders of the tourism industry when creating favorable conditions for investment and proper marketing.

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