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Linking Culture and the Environment

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178 Community Perspectives in Sustainable Tourism<br />

Tourism ‘catalysts’ or ‘mediators’ can serve to inspire <strong>and</strong> motivate local residents.<br />

As Zorn <strong>and</strong> Farthing (2007) note, alliances with ad hoc advocate<br />

mediators undoubtedly facilitated Taquileans’ retaining control over tourism<br />

as long as <strong>the</strong>y did, <strong>and</strong> play an important role in determining <strong>the</strong> shape that<br />

community-based tourism takes. The downside is that local tourism opportunities<br />

may attract outsiders that may not have <strong>the</strong> community’s best interests<br />

at heart, such as external tourism agencies. Moreover, increased<br />

individualism <strong>and</strong> consumerism may erode community harmony <strong>and</strong><br />

weaken local control. But tourism is a double-edged sword. While bringing<br />

community <strong>and</strong> individual benefits, it could also weaken or destroy local<br />

traditions, <strong>and</strong> in so doing undermine <strong>the</strong> very social <strong>and</strong> ecological environment<br />

upon which people depend. Again, however, those affected must<br />

decide if such changes are acceptable.<br />

This chapter has demonstrated that those rural communities more thoroughly<br />

involved, i.e. integrated, in <strong>the</strong>ir local tourism sector, from <strong>the</strong> early<br />

planning <strong>and</strong> development stages to <strong>the</strong> day-to-day administration, st<strong>and</strong> a<br />

much greater chance of enhancing overall tourism sustainability <strong>and</strong> reducing<br />

negative impacts. Factors such as social unrest <strong>and</strong> globalization in previously<br />

isolated communities may cause tensions <strong>and</strong> disharmony as<br />

opportunities for revenue generation increase. This chapter has also shown<br />

<strong>the</strong> importance of encouraging community integration at <strong>the</strong> onset of tourism<br />

development, perhaps by <strong>the</strong> support of facilitators or local tourism champions.<br />

This may avoid an unpopular redistribution of wealth afterwards if long<br />

implementation delays occur in <strong>the</strong> integration process. In this scenario, integration<br />

potential may dissolve as local entrepreneurs <strong>and</strong> power holders<br />

solidify <strong>and</strong> augment <strong>the</strong>ir personal stakes.<br />

Recommendations for sustainable tourism<br />

In summary, <strong>the</strong>se two case studies have crucial implications for sustainable<br />

tourism in developing nations. Taquile Isl<strong>and</strong> shows more positive socioeconomic<br />

impacts related to tourism than Chiquian largely because of three<br />

factors, described below.<br />

The first has to do with community size. Taquile is smaller <strong>and</strong> more homogeneous,<br />

with controlled entry points for anyone arriving on <strong>the</strong> isl<strong>and</strong>. Their<br />

isolation functions as an advantage: ‘Taquileans’ continued practice of traditional<br />

arts <strong>and</strong> customs combined with <strong>the</strong>ir remoteness attracts backpacking<br />

tourists, while <strong>the</strong>ir distance from <strong>the</strong> mainl<strong>and</strong> kept outsiders at arms’ length<br />

(Zorn <strong>and</strong> Farthing, 2007, p. 683). Its manageable size <strong>and</strong> scale enables better<br />

cottage-style group decision making. Local sites offer smaller, <strong>the</strong>refore more<br />

practical, venues for direct participation by citizens or direct democracy.<br />

Second, this sense of ‘localness’ also led to solidarity among residents<br />

<strong>and</strong> encouraged cooperative decision making, with a shared tourism<br />

vision. Some cultures in developing countries have a shared tradition of<br />

strong cooperative relationships <strong>and</strong> organizational practices, collective<br />

l<strong>and</strong> ownership <strong>and</strong> management <strong>and</strong> well-engrained cultural patterns<br />

that reinforce long-held local decision-making mechanisms (Cohen, 1999).

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