Stakeholder Collaboration in a Prospective World Heritage Area: The case of the Kokoda and the Owen Stanley Ranges

Reggers, AL; Faulkner, S; Wearing, SL

Stakeholder Collaboration in a Prospective World Heritage Area: The case of the Kokoda and the Owen Stanley Ranges

Reggers, AL Faulkner, S

Wearing, SL

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Publisher:: UTS
Publication Type:: Journal Article
Citation:: Cosmopolitan Civil Societies: An Interdisciplinary Journal, 2011, 3 (2), pp. 35 - 54
Issue Date:: 2011-01

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Field	Value	Language
dc.contributor.author	Reggers, AL	en_US
dc.contributor.author	Faulkner, S https://orcid.org/0000-0001-7904-1240	en_US
dc.contributor.author	Wearing, SL https://orcid.org/0000-0002-5158-059X	en_US
dc.date.issued	2011-01	en_US
dc.identifier.citation	Cosmopolitan Civil Societies: An Interdisciplinary Journal, 2011, 3 (2), pp. 35 - 54	en_US
dc.identifier.issn	1837-5391	en_US
dc.identifier.uri	http://hdl.handle.net/10453/15807
dc.description.abstract	The process of listing a World Heritage Area in developing countries is often much more complex than in the West. Often all stakeholders are not taken into consideration. This paper presents a case study of Kokoda and the Owen Stanley Ranges, currently a tentative World Heritage site, to show the complexities in stakeholder collaboration and attribution in the process of World Heritage designation. Six key stakeholders were identified in the study. Upon examination of four attributes of stakeholders: power; legitimacy; urgency; and proximity, it was found that all stakeholders in this case study have a high legitimacy in the listing process however only the local community holds high levels of power, urgency and proximity. Additionally it was found that several stakeholders, like the private sector, have too many weak relationships with other stakeholders, resulting in a lack of communication. These findings present the first step in understanding how it might be possible to improve the listing process of World Heritage Sites in developing countries through effective stakeholder collaboration.	en_US
dc.publisher	UTS	en_US
dc.relation.ispartof	Cosmopolitan Civil Societies: An Interdisciplinary Journal	en_US
dc.title	Stakeholder Collaboration in a Prospective World Heritage Area: The case of the Kokoda and the Owen Stanley Ranges	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	3	en_US
utslib.for	150603 Tourism Management	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
utslib.for	16 Studies in Human Society	en_US
dc.location.activity	Malaysia
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	2	en_US
pubs.volume	3	en_US

Abstract:

The process of listing a World Heritage Area in developing countries is often much more complex than in the West. Often all stakeholders are not taken into consideration. This paper presents a case study of Kokoda and the Owen Stanley Ranges, currently a tentative World Heritage site, to show the complexities in stakeholder collaboration and attribution in the process of World Heritage designation. Six key stakeholders were identified in the study. Upon examination of four attributes of stakeholders: power; legitimacy; urgency; and proximity, it was found that all stakeholders in this case study have a high legitimacy in the listing process however only the local community holds high levels of power, urgency and proximity. Additionally it was found that several stakeholders, like the private sector, have too many weak relationships with other stakeholders, resulting in a lack of communication. These findings present the first step in understanding how it might be possible to improve the listing process of World Heritage Sites in developing countries through effective stakeholder collaboration.

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http://hdl.handle.net/10453/15807