Joint Ventures and Indigenous Tourism Enterprises
Collaborative ventures between indigenous Australians and mainstream organizations are increasingly promoted as solution to the problems affecting Aboriginal tourism enterprises. Drawing on case studies from Cape York and Gagudju National Park, this article analyzes the histories of two large-scale indigenous tourism enterprises and their divergent responses to insolvency. Current directions in indigenous tourism development policy are evaluated, including the role of Indigenous Business Australia and its relevance to the development of sustainable tourism enterprises. The article argues that the efficacy of collaborative arrangements in large-scale enterprises is limited by the presence of contrasting cultural values, social practices, and economic circumstances, and recommends a greater emphasis on cross-cultural understanding and comanagement in the development and management of indigenous tourism enterprises. Acknowledging that small-scale ecotourism and cultural tourism ventures may be more appropriate, the article suggests even these may not provide the expected benefits and calls for greater caution in indigenous tourism development strategies.
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Document Type: Research Article
Publication date: 2006-06-01
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- Tourism, Culture & Communication is international in its scope and will place no restrictions upon the range of cultural identities covered, other than the need to relate to tourism and hospitality. The Journal seeks to provide interdisciplinary perspectives in areas of interest that may branch away from traditionally recognized national and indigenous cultures, for example, cultural attitudes toward the management of tourists with disabilities, gender aspects of tourism, sport tourism, or age-specific tourism.