New Public Management in Tourism: A Case Study of York

Andreas Walmsley, Paddison Brendan

Research output: Contribution to journalArticle

6 Citations (Scopus)

Abstract

Issues concerning destination governance continue to engender much interest and debate in the development of more sustainable forms of tourism. This study explores the implications of a New Public Management approach to tourist destination governance in the historic City of York. Using secondary data, as well as drawing on interviews with a range of destination stakeholders, this study seeks to understand how market ideology is, via the notion of New Public Management, transforming tourism governance in the city. Rather than leading to greater levels of stakeholder engagement, the study demonstrates how the outsourcing of destination management functions to a private sector organisation has had the opposite effect, including a weakening of accountability and the widening of a democratic deficit. The paper provides a unique insight into how public policy discourses manifest themselves at the local level, with implications for tourist destination governance. A critique of New Public Management is offered which extends our understanding of tourism governance structures and stakeholder engagement, with implications for sustainable tourism development discussed.
Original languageEnglish
Pages (from-to)910-926
Number of pages17
JournalJournal of Sustainable Tourism
Volume26
Issue number6
DOIs
Publication statusPublished - 26 Feb 2018
Externally publishedYes

Keywords

  • Tourism governance
  • Destination management
  • New public management
  • Stakeholder
  • Accountability

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