Community-Based Destination Governance in a Developing Economy: The Jamaican Experience

Abstract

Utilizing a destination governance and social capital conceptual framework, the research examines opinions concerning goals and outcomes in regards to the Jamaican Ministry of Tourism's Ten-Year Master Plan to enhance tourism and increase shared governance. In addition to secondary sources of information, researchers use primary data obtained through an email survey sent to 540 Jamaican managers and executives, 18.3% of whom (n = 99) completed the survey. Study findings may be deemed contrary to destination governance theory and best practices. However, upon closer examination, they are wholly consistent with theory and models that examine governance issues in developing nations. Arguably, Jamaica tourism may not be ready to fully embrace a network-based model of destination governance, but instead is in the process of evolving toward that model. The findings should be useful for the Jamaican and other developing nation's tourism industries. Further, it should spark discussion regarding governance differences between developing versus developed destinations.

Keywords:

• destination governance
• social capital
• Jamaica
• tourism
• developing economy

Notes

1.  This and subsequent quotes come from research respondents, Jamaican managers.