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Abstract
Collaborative governance is acknowledged to provide problem-solving alternatives that are superior to those generated solely by government organizations. It involves various related stakeholders, especially those related to tourism. The integrative processes provide a direct face-to-face alternative by assimilating various items of information, thus resulting in comprehensive and compromised strategic planning. This study aims to understand success stories in collaborative tourism governance and the lessons resulting from obstacles encountered in various contexts, including local, regional, and national. It employs a systematic literature review of 29 related articles published during 2010 to 2021, drawn from various sources, and conducts a bibliometric study to map research trends. The findings indicate that compared with a national context, local and regional contexts tend to have more complex and comprehensive results as more stakeholders are involved in the action scheme. The findings in the national context indicate that only two of the related articles examined in this study explain collaborative tourism governance. Furthermore, comprehensive results are elaborated within those two papers.
Keywords: Co-management, Stakeholder engagement, tourism solution, ecotourism, collaborative governance, collaborative tourism
i.Introduction
Collaborative governance has evolved as the best solution for wicked problems that are beyond the managerial capacity of a single department, in which various stakeholders are invited to collaborate in governmental activities resulting in any possible policies, models, or real action. Anyone from governmental organizations, private sectors, local actors, academic institutions, and citizens can be involved in corroborating possible potential solutions (Ansell & Gash, 2007, 2018; Cho et al., 2019; K Emerson, 2018). In the particular context of strategic implementation, collaborative governance is a successor in essential public events (Cho et al., 2019).
The use of collaborative governance in tourism is implemented to improve physical aspects and improve managerial elements. The use of collective management to manage heritage festivals in Seoul, South Korea, has shown massive events held in collaboration by citizens of public sectors and the various governments for 11 years from 2003 to 2013, which has drawn tremendous interest from both local and international visitors (Cho et al., 2019). This finding is also supported by another study involving local stakeholders using integrative data sources, with the aid of information and technology by any members within the collaboration circle (Barandiarán et al., 2019). Applied at...