GIUV2018-428
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...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.
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- Estudiar las estructuras de gestion y los procesos en los que se toman las decisiones
- Observar las escalas de intervencion de la gestion publica y los instrumentos de aplicacion
- Profundizar en los recursos (economicos, humanos, naturales, culturales…) y su papel en la gestion publica del turismo
- Analizar las relaciones entre los actores, sus conflictos e intereses y, en especial, la participacion de los agentes privados y civiles en la esfera
- 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.
| Name | Nature of participation | Entity | Description |
|---|---|---|---|
| ROSA MARIA YAGÜE PERALES | Director | Universitat de València | |
| Research team | |||
| ROSARIO MARTINEZ VERDU | Member | Universitat de València | |
| RUBEN ARNANDIS I AGRAMUNT | Member | Universitat de València | |
| VICTOR FERNANDEZ PALLARES | Collaborator | Universitat de València | |
| CARMEN ZORNOZA GALLEGO | Collaborator | Universitat de València | |
| JOSE JAVIER SERRANO LARA | Collaborator | Universitat de València | |
| PAULA MARIA SIMO TOMAS | Collaborator | Universitat de València | |
| Oleg Lazovski Bakhirev | Collaborator | Ostelea - Centro Superior de altos estudios internacionales, S.L. - Ostelea (Barcelona) | tenured university professor |
| JOSE TOMAS ARNAU DOMINGUEZ | Collaborator | Universitat de València | |
| JOSE TOMAS ARNAU DOMINGUEZ | Collaborator | UNIVERSIDAD EUROPEA DE VALENCIA | professor |
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- Applied Economics
- Planificación del turismo, instrumentos de planificación turística, políticas turísticas, desarrollo turístico, destino turístico, sostenibilidad,
- Gobernanza del turismo, colaboración público-privada, participación, toma de decisiones, evaluación de políticas públicas, análisis de redes sociales
