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Abstract
This paper examines the governance of regional tourism organisations (RTOs) and relates governance to the principle of subsidiarity. The principle maintains that tasks and responsibilities should be accomplished by the lowest and most basic elements of any social organisation, and it is an injustice to assign to a larger and higher association what the lesser and subordinate associations can do. There is little research on understanding RTO governance, on how governance may contribute to RTO instability or on the application of the principle of subsidiarity in a tourism context. A New Zealand case study demonstrates a series of fundamental problems with typical RTO governance structures, linked to problems found in many tourism partnerships. Data collection methods for the case study of the Waikato RTO included observation, interviews, focus groups and document analysis. The paper concludes that the principle of subsidiarity can underpin an RTO governance system if the RTO adopts an ethos of service to the tourism sector and the wider community. This governance style requires open communication and consultation, must foster trust and legitimacy and contribute to securing the RTO's ongoing required resources. Such a governance structure would align well with the principles of sustainable tourism.
重新思考区域旅游治理：补助的原理
该文章讨论了区域旅游组织（RTOs）的政策治理，和与补助原理相关的治理。该原理认为，任务和职责应由任何社会组织的最底层和最基本部门来完成，并且，将附属部门能做到的东西加给一个更大的更高级别的组织来完成是不公平的。现有的研究对理解RTO治理，治理如何导致RTO的不稳定，或在旅游业中补助原理的运用都非常有限。文章用了一个新西兰的例子来解释一系列的基本问题，包括典型的RTO治理的结构问题，这些问题往往发现在很多旅游合作模式中。数据收集是通过对Waikato的RTO的案例进行观察，一对一采访，团体采访和文献分析来得到的。文章总结了如果RTO能采用对旅游业和更广社区的服务精神，补助原理能加强RTO治理系统的基础。该治理方式要求公开的交流和咨询，必须促进信任和合法性，并能保障RTO持续的所需的资源。这样的治理结构能与可持续性旅游的原则合作得很好。