印度尼西亚生态旅游发展模式:五螺旋组织间合作视角

S. T. Wiyono¹, Mas Roro, Lilik Ekowanti, Supartono, Djoko Siswanto Muhartono
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引用次数: 0

摘要

邦加兰县,尤其是拉邦县和卡马尔县的生态旅游发展模式目前无法以常规方式处理,而是需要政府、私营部门、学术界、媒体、社会和环境可持续性等相关利益方的突破和创新。本文采用五重螺旋组织间合作模型的合作视角,讨论利益相关者之间的互动,并强调邦卡兰县苏拉玛杜大桥生态旅游发展的成功程度和发现的几个问题。数据收集通过观察、半结构式访谈和文件审查进行。研究结果表明,从五螺旋组织间合作的角度来看,利益相关者之间的合作以及上述两个分区在发展生态旅游过程中出现的问题相对来说仍不理想。这表现在,在生态旅游发展过程中,利益相关者之间实施协作的最佳因素寥寥无几。在上述两个分区,从五重螺旋组织间协作的角度来看生态旅游的发展并没有达到最佳状态,这是因为存在着一些障碍,即非正式领导和隐性机构的存在,需要付出更多的努力来邀请他们坐在一起或进一步协调。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Ecotourism Development Model in Indonesia: Quintuple Helix Inter-Organizational Collaboration Perspective
The ecotourism development model in Bangkalan Regency, especially in Labang District and Kamal District, cannot currently be handled in the usual way but requires breakthroughs and innovation with related stakeholders, such as the government, private sector, academics, media, society, and environmental sustainability. This article adopts a collaborative perspective from the Quintuple Helix inter-organizational collaboration model, to discuss stakeholder interactions and highlight the level of success and identification of several problems in the development of ecotourism on the Suramadu Bridge, Bangkalan Regency. Data collection was carried out through observation, semi-structured interviews, and document review. The research results show that collaboration between stakeholders and what occurs in the two sub-districts above in developing ecotourism from a quintuple helix inter-organizational collaboration perspective is still relatively not optimal. This is indicated by only a few optimal factors in implementing collaboration between stakeholders in the development of ecotourism. The development of eco-tourism from the perspective of quintuple helix inter-organizational collaboration in the two sub-districts above is not running optimally, because there are several obstacles, namely the existence of informal leaders and hidden institutions, which require more effort to invite them to sit together or further coordinate.
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