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2017 | 10 | nr 2 | 148-157
Tytuł artykułu

Stakeholder cooperation in implementation of the sustainable development concept : Montenegrin tourist destinations

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The importance of involving diverse stakeholders in tourism planning is receiving growing recognition. Tourism destination planning is a complex process, due to the existence of a wide variety of stakeholders with a wide range of opinions, multiple problem visions and different interests. Despite the complexity of the planning process one feature acknowledged for successful destination management planning is high level of stakeholder cooperation. The paper examines the level of stakeholder cooperation on the specific example of the sustainable development concept implementation in Montenegrin tourism. It starts with two hypotheses: first, the development level of instruments for managing tourist destination depends on stakeholder cooperation level in a particular destination, and second, implementation of the sustainable development concept is positively correlated with the development of instruments for managing tourist destination. The results have indicated poor implementation of tourism development plans and low level of stakeholder cooperation. (original abstract)
Rocznik
Tom
10
Numer
Strony
148-157
Opis fizyczny
Twórcy
  • Faculty of Business and Tourism, Budva, Montenegro
Bibliografia
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  • Cooper, C. et al. (2005). Tourism Principles and Practice, 3rd ed. Pearson Education Limited, England.
  • Fominiene, V. B. (2016). The Importance of Tourism Websites to Tourism Services And Assurance Of Their Competitiveness. Montenegrin Journal of Economics, 12(4), 41-51.
  • Jovovic, R., Draskovic, V., & Jovovic, N. (2016). Quality of knowledge in higher education in Montenegro. Transformation in Business & Economics, 15(3).
  • Liu, Z. (2003). Sustainable tourism development: A critique. Journal of sustainable tourism, 11(6), 459-475.
  • Panikarova, S., & Vlasov, M. (2016). Empirical Analysis of Knowledge-Generation Strategies in the Real Sector of the Economy. Montenegrin Journal of Economics, 12(1), 75-84.
  • Popov, E., Vlasov, M., & Horst, H. (2016). Resource Potential of Knowledge Generation. Montenegrin Journal of Economics, 12(3), 101-114.
  • Samrat, H. (2011). An Evaluation of Tourism Stalkholder Relationships: a Case Study of Agra, India. Doctoral Dissertation, Bournemouth University, Poole.
  • Skačkauskiené, I., Kazlauskiené, E., & Katiniené, A. (2017). Modelling Knowledge Synergy Evaluation. Montenegrin Journal of Economics, 12(3), 35-49.
  • Streimikiene, D., Navikaite, A., & Varanavicius, V. (2016). Company's Value Creation Via Customer Satisfaction and Environmental Sustainability Influence. Montenegrin Journal of Economics, 12(4), 19-28.
  • Sueldo, M., & Streimikiene, D. (2016). Organizational Rituals as Tools of Organizational Culture Creation and Transformation: A Communicative Approach. Transformation in Business and Economics, 15(2), 89-111.
  • Swarbrooke, J. (1999). Sustainable Tourism Management. CAB International, Wallingford.
  • Williams, D. R. (2001). Sustainability and public access to nature: Contesting the right to roam. Journal of sustainable tourism, 9(5), 361-371.
  • Yerznkyan, B., Gassner, L., & Kara, A. (2017). Culture, Institutions, and Economic Performance. Montenegrin Journal of Economics, 13(2), 71-80.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171480749
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