I Gede Eko Putra Sri Sentanu, Supriono Supriono, Shinta Happy Yustiari, Fisca Mentari Nirmalasandy, Muhammad Reynaldi Ferdiansyah, Sarah Raudatul Aulia

Collaboration as a Capacity for Joint Action in Community-Based Cultural Heritage Tourism Management

Introduction

Collaboration as a capacity for joint action in community-based cultural heritage tourism management. Explore collaborative cultural heritage tourism management in Kayutangan, Malang. Analyze stakeholder involvement, challenges, and strategies for sustainable community development.

Abstract

The research explores the dynamics of cultural heritage tourism management in Kayutangan, Malang City, within the context of the evolving creative economy, innovation, and localism in heritage revitalization. The study aims to describe and analyze stakeholder involvement, factors influencing collective action capacity, and strategies to enhance this capacity in managing cultural heritage tourism. Adopting an interpretive social science approach within a constructivist paradigm, the research utilizes a case study methodology to investigate joint action capacity among community members, government officials, and private sectors. Findings reveal active collaboration among these stakeholders, with coordinated efforts spanning community groups, government bodies, sub-districts, villages, and private enterprises such as banks. This collaboration facilitates improved management of cultural heritage tourism, albeit challenged by limited human resources, low community participation, and conflicts stemming from miscommunication and differing perspectives. The study concludes that sustained and enhanced collaborative governance is vital for the participatory management and sustainable development of heritage tourism in Kayutangan. Strengthening stakeholder relationships and communication channels emerges as a key strategy to overcome existing barriers and support collective welfare through cultural tourism initiatives.

Review

This research provides a timely and relevant exploration into the dynamics of cultural heritage tourism management, specifically within Kayutangan, Malang City, a context rich with evolving creative economy initiatives and heritage revitalization efforts. The study clearly articulates its aims to analyze stakeholder involvement, influencing factors, and enhancement strategies for collective action capacity, aligning well with current discourses on sustainable tourism and local development. Adopting an interpretive social science approach within a constructivist paradigm, the case study methodology is well-suited to delve into the complexities of joint action among community members, government officials, and private sectors. This foundational approach promises a nuanced understanding of collaboration as a critical capacity for effective management in such sensitive environments. The findings highlight a significant strength in the active collaboration observed among diverse stakeholders, encompassing community groups, various government levels, and private enterprises. This coordinated effort is presented as a facilitator for improved cultural heritage tourism management. However, the abstract commendably does not shy away from detailing critical challenges, including human resource limitations, low community participation, and internal conflicts stemming from miscommunication and differing perspectives. While the identification of these challenges is valuable, the full paper would benefit from a deeper exploration into the *nature* of these conflicts and miscommunications – are they systemic, personality-driven, or rooted in fundamentally divergent visions for heritage tourism? Understanding the root causes more deeply could further refine the strategic recommendations. Ultimately, the study's conclusion underscores the indispensable role of sustained and enhanced collaborative governance for participatory management and sustainable development in heritage tourism. The emphasis on strengthening stakeholder relationships and communication channels as key strategies is a sound and practical takeaway that resonates with broader principles of good governance. This research offers valuable insights for both practitioners and policymakers grappling with similar challenges in other heritage sites globally, contributing significantly to the literature on cultural heritage tourism, collaborative governance, and local development. The paper appears well-conceived and executed, providing a solid foundation for further research and practical application.

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