Public management is a fact of life in tourism. There is no longer any doubt about the decisive role of the Administration (at whatever level it is divided), to admit that its presence provides tourism with a stable framework, not exclusively conditioned to the evolution of the market. This should be so, fundamentally, because tourism activity requires the use of public goods and services for its development, which, in most cases, were either not created for this purpose or do not exist. From a micro vision, the tourism products created for this consumption are made up, among their basic components, of public goods which, in general, constitute the most valued elements in the choice of those who consume them. Equally decisive, although less visible, are other components (such as infrastructures, regulations, safety or health) which, from a macro vision, in many cases condition the success of tourism. These public goods and services, which, by the way, are not generally the responsibility of tourism, generate friction between administrations, and between administrations and the private and civil sphere, which translates into areas of conflict. Consequently, tourism no longer only creates economic benefits, but also other externalities that were discussed until very recently, but have now been taken on board.
Thus, in the public sphere, tourism management focuses its attention on how to mitigate the negative effects of the activity and how to make the most of the opportunities that can be glimpsed in territories with potential. All of this considering the diversity of actors involved and their interests, and not having to prioritise between the social, economic, cultural and environmental dimensions.
Aperturism, as a research group, was created with the general objective of analysing, deepening and reflecting on the public management of tourism, with a special focus on the local level.
- To study management structures and decision-making processes.
- To observe the scales of intervention of public management and the instruments of application.
- To study in depth the resources (economic, human, natural, cultural, etc.) and their role in the public management of tourism.
- To analyse the relations between actors, their conflicts and interests and, in particular, the participation of private and civil actors in the sphere.
- Tourism planning
Instruments in tourism planning and their link with sustainable management: management structures, adaptation of global development frameworks, public policies and territory in planning, efficiency of strategic objectives, resources as a driving force for development.
- Governance
Structure, measurement and analysis of governance in the performance of tourist destinations: this line is aimed at the study of public-private collaboration frameworks, systems of participation in decision-making, the study of relations between actors.
- YAGUE PERALES, ROSA MARIA
- PDI-Titular d'Universitat
- Director/a Titulacio Master Oficial
- Coordinador/a Curs
- MARTINEZ VERDU, ROSARIO
- PDI-Catedratic/a d'Escola Universitaria
- SERRANO LARA, JOSE JAVIER
- Alumn.-Servei de Formacio Permanent
- Coordinador/a Curs
- Secretari/a de Departament
Partners:
- Johanna Gabriela Monge Martínez.
Work Team:
- Oleg Lazovski Bakhirev.
- ExpandirYAGUE PERALES, ROSA MARIAPDI-Titular d'UniversitatDirector/a Titulacio Master OficialCoordinador/a Curs
Tarongers Campus
Edificio Departamental Oriental. Av. dels Tarongers, s/n
46022 València (Valencia)
- YAGUE PERALES, ROSA MARIA
- PDI-Titular d'Universitat
- Director/a Titulacio Master Oficial
- Coordinador/a Curs
