Cultural Heritage Tourism in Nepal

Introduction

Cultural heritage tourism can be recognised to be the primary measure of attraction for tourism at any country, which identifies the national identity and provides the necessary support to other industry (Pradhan, 2014, Borowiecki and Castiglione, 2014). Hence, cultural tourism plays an important role in the country and for successful regional development (OECD, 2009). Due to rich cultural heritage assets and the pristine unmatched nature, tourism features are effective to attract the tourists (Duncanson, 2002, Jones 2013). Effective tourism policy and management are fundamental factors for managing the cultural heritage of Nepal and attract more tourists in the place Nepal for enjoying the culture of Nepal. However, Nepal is failed to create a competitive advantage due to weak tourism policy, management and strategies (Jones, 2013). In order to the meet the customer expectation and mitigate the challenge of global competition, it is necessary to adopt the modern phenomena considering innovation management and comprehensive approach (OECD, 2006; European Commission, 2006; UNWTO, 2005; Hjalager, 2009; & Katsoni, et al. 2016). Consequently, the research under consideration will apply a Conceptual Framework drawn from, Innovation theories and Resource-Based Theory, where the framework explores the situation in Nepal and the tourism initiatives or strategy that could be improved in order to maximise the potential of cultural tourism and achieve competitive advantage. Hereby, innovation and management is necessary in the tourism industry in Nepal due to running the tourism industry smoothly and maintaining the cultural heritage of Nepal where it is possible to manage the tourist and attract more travellers in Nepal.

Research Questions:

1. What are the issues, gaps and challenges in the cultural tourism in Nepal in order to create a competitive advantage?

2. How innovation management and implantation? in cultural heritage tourism create competitive advantage in Nepal?

3. What are the existing theories and concepts that can be linked with the innovation and tourism policy which enables tourism transformation from the current situation of Nepal?

Aim and Objectives:

Aim:

“To critically analyse innovation management and policy reinforcement in cultural heritage tourism to create the necessary and favourable competitive advantage in order to enhance the maximise the tourism benefit in Nepal”

Objective:

1. To critically review the literature on the process of innovation management in tourism in relation to government policy and strategy with a focus on cultural heritage tourism.

2. To identify the issues, challenges and gaps in knowledge that could be hindering the establishment of competitive advantage regarding innovation management in cultural tourism in Nepal.

3. To critically evaluate the importance of innovation in tourism in the context of Nepalese economy and tourism.

4. To examine the perceptions of the different stakeholders in relation to innovation management within the tourism sector to enhance the socio-economic future of Nepal.

5. To develop a conceptual framework for innovation and related theory to create a competitive advantage in the tourism industry of Nepal.

Literature review:

A competitive advantage can be obtained if the appeal of the destinations is superior as compared to an alternative tourism destination with regards to potential customers or visitors (Ritche, Crouch, 2003). However, the overall appeal of a destination doesn’t determine by the set of cultural artistic and natural resources, but proper destination management of resources can be beneficial for gaining the competitive advantages (Weidenfeld, Williams and Bultler, 2010). A unique resource could be identified as a specific capability of the country, which is hard to imitate by other and that could be effective in enabling the country to be more secure and stronger than the external market (Grant, 1991). Accordingly, in order to gain a competitive advantage against rivals, a unique resources and capabilities can be effective mechanisms through which it is posisbel to ensure innovation and management (Werenefelt, 1984; Barney, 1991; Montgomery, 1996, Barney, 1991; Grant, 1991; Hunt, 2000). Innovation is recognised as a new idea to eliminate the problems and issues, which could emerge a system, and the innovative process that could support the improvements, effectiveness and response mechanism of tourism to uncertainty (Hall et al., 2008 & Hjalager, 1996). Furthermore, innovation management may seek the potential tourism business area, which can gain a competitive advantage as result innovation increases tourism growth, survival and enhances the profitability (Page, 2009, p 400). Innovation management brings greater opportunity in the cultural heritage tourism that certainty reflected towards socially, economically, and sustainable growth of tourism (Sakdiyankorn & Sivarak, 2015). In this regard, resource theory is usefull through which it is possible to understand the leadership theory that focuses on influencing the intelligence and experience of the leaders who can lead the organistaions towards achiving success by ensuring tourism growth in Nepal.

Furthermore, a conceptual framework is a systematic concept of cohesive with various key ideas, which foster a conceptual framework (Mile and Husberman, 1994). Two types of innovations are integrated to develop a conceptual framework i.e., Precondition and Categories Innovation (Sakdiyakorn, et al., 2015). Precondition innovation has distinctively covered on effective leadership, policy development, effective strategy/management, and technology advancement and enhances the tourism capability or networking (Sakdiyakorn, et al., 2015). Categories Innovation is closely related to customer perspectives, particularly, customer expectation and needs, which consist of product, process, management and marketing (Sakdiyakorn, et al., 2015).

Hence, existing research has noted multiple gaps in Nepalese tourism; such as marketing perspective, lack of knowledge of information and technology (Sharma, & Kim, 2016), human management, leadership, poor infrastructure, political conflict and economic barrier and lack of policy implement (Upadhaya & Agrawal, 2006). Nepal has employed several traditional marketing tools, but brand and image awareness could seem to be weak due to poor marketing strategy and low investment by the government (Upadhaya & Agrawal, 2006). Consequently, innovation is very important to provide a higher customer satisfaction and quality service as their using a wide range of technology; Internet-based communication processes and effective management (Alderbert, and Longhi, 2011).

Research Methodology:

The research will undertake a qualitative approach, where phenomenological research theory has been used to understand individual experiences and perceptions., which could influence the innovations. Implementing phenomenological theory helps to determine in-depth knowledge of the study and generate a vast amount of data by human interest, and it has been reflected by the research process regarding the study (Hinch & Higham, 2011; Mayoh, & Onwuegbuzie, 2015). The notion of phenomenological research is employed to provide the answers to the specific research problems and issues of Nepalese tourism, which could assist to identify how and why innovations do take place.

Qualitative research will take place on two different situation, First, informal field observations were made on August 2018 and second qualitative data collection will be taken the end of 2019. The primary data collection encompasses the process of accumulating data and information based on an in-depth structured interview (Alshenqeeti, 2014), which can take at least 30 to 60 minutes. The research is taking place in the two different regions of Nepal mainly, Kathmandu (northern region), Pokhara (western region), where the destinations are completely differenced on their tangible and intangible tourism features. An interview is divided into two sections; one is in depth structure interview, which is taking place amongst 10 officers and managers, who are involved in cultural heritage tourism such as tour operators, hotel industry and Local/ Central Tourism Board of Nepal. In the second part, a short structural interview is conducting in between 5-7 community people who have inhabited the cultural heritage destination. On the other hand, secondary data collection is gathered from books, journals, article, government publications, online sites and research papers (Johnson, & Turner. 2003).

Furthermore, the research has used non-probability snowball method to identify the key information from representatives (Noy, 2008). Hence, an interview will be recorded on the tapes and field notes, which could be translated from Nepali to English, to ensure reliability (Wang & Fesenmaier, 2007). Consequently, content analysis and classical coding method can be used to interpret the collected data but on the other hand, gathered information from an interview is interpreted through thematic analysis. So, the research is using multiple methods and procedures in appropriate ways to validate the research (Seale, 2012). To validate the research, it is strictly followed specified areas of the study to gather related data (Hussein, 2015). Also, triangulation can be used for comparison and analysis of the related findings. Moreover, the collected report will be rechecked and compared with other existing articles and reports. Hence, the data is gathered from various authentic sources, which can be a reliable and valid outcome.

Research Ethics:

The process of research ethics could be comprehended in the manner of a strictly followed code of conduct, which could emphasise moral obligation so that the research process could have limited to no specific detrimental effect on the social groups, personnel as well as other institutions, which are closely associated with such a research undertaking (Fouka, & Mantzorou, 2011). The research is abiding by certain rules and principles while the research process could be underway. Research has respected the dignity of participants including university ethics. There are certain guidelines; rules and codes of conduct, which are followed by such as anonymity and confidentiality, no harm to the participants and data storage, security and GDPR protection. (Law, 1994).

Conclusion:

After evaluating the research has to find following main key area i.e. a) the preconditions innovation in Nepal, b) the categories innovation in Nepal and c) the cultural resources of Nepal d) issues of Nepalese tourism and e) Challenge for RBT and Innovation application which need to be justified only further innovation implement can be success. Another side, research has noted, a precondition innovation remains on the centre point whether it is a success to categories innovation, whether it is to create a competitive position based on (RBT) of cultural resources and dealing with various of gap and issue that is hindering to innovation implication in Nepal. Additionally, precondition innovation covers a broader perspective including foster the stakeholder and develop the capability to initiative to implementing the innovation. Indeed, innovation doesn't emerge unless precondition innovation occurs. Hence, to create competitive advantage, institutional policy, strategy and tourism mechanism are needed on right time and the right place to manage the cultural destination that enhances tourist interests.

Reference:

Aldebert, B., Dang, R. J., & Longhi, C. (2011). Innovation in the tourism industry: The case of Tourism. Tourism Management, 32, 1204–1213.

Alshenqeeti, H., 2014. Interviewing as a data collection method: A critical review. English Linguistics Research, 3(1), p.39.

Barney, J., 1991. Firm resources and sustained competitive advantage. Journal of management, 17(1), pp.99-120.

Borowiecki, K. J. and Castiglione, C. (2014). Cultural participation and tourism flows: An empirical investigation of Italian provinces, Tourism Economics, forthcoming.

Duncanson, W., 2002. Transformation in the Traditional Himalayan Landscape: The Rise of the Trekking Hotel in Nepal. Traditional Dwellings and Settlements Review, pp.7-21.

European Commission, 2006. Innovation in Tourism: How to create a Tourism Leaning Area. The Handbook. Developing thematic, destination level and regional Tourism knowledge network (Brussels, European Commission)

Fouka, G., & Mantzorou, M., 2011. What are the major ethical issues in conducting research, Vol 5, Issue 1.Pp 1-14.

Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114–135.

Hall, Colin Michael & Williams, Allan M, 2008. Tourism and Innovation: Routledge studies in contemporary geographies of leisure, 12, Routledge Ltd. PP.5.

Hinch, T. and Higham, J., (2011). Sports tourism development. Channel view publications.

Hjalger, A. M.( 1996). Tourism and the environment: the innovation connection, Journal of sustainable tourism, 4(4). PP 201-18.

Hjalager, A.M., 2009. Cultural tourism innovation systems–the Roskilde festival. Scandinavian Journal of Hospitality and Tourism, 9(2-3), pp.266-287.

Hunt, S. D. (2000).A general theory of competition. Thousand Oaks, CA: Sage Publications.

Hussein, A., (2015). The use of Triangulation in Social Sciences Research: Can qualitative and quantitative methods be combined?. Journal of comparative social work, 4(1).

Jones, H., 2013. Entry points for developing tourism in Nepal. What can be done to address constraints to inclusive growth.pp. 1-36.

Johnson, B. and Turner, L.A., 2003. Data collection strategies in mixed methods research. Handbook of mixed methods in social and behavioral research, pp.297-319.

Kimberlin, C.L. and Winterstein, A.G., 2008. Validity and reliability of measurement instruments used in research. American Journal of Health-System Pharmacy, 65(23), pp.2276-2284.

Katsoni, V. and Strategies, A., 2016. Tourism and Culture in the Age of Innovation. Springer International Publishing: Imprint: Springer,

Law, C., 1994. The Nuremberg Code (1947). Children As Research Subjects: Science, Ethics, and Law: Science, Ethics, and Law, p.218

Miles and Huberman (1994) tended to refer to variance maps as “causal networks,” and to process maps as “event-state networks”, pp. 101–171.

Montgomery, C. A. (1996).Resource-based and evolutionary theories of the firm: Towards a synthesis. Boston and London: Kluwer Academic.

Mayoh, J. & Onwuegbuzie, A.J. (2015) "Toward a Conceptualization of Mixed Methods Phenomenological Research", Journal of Mixed Methods Research, vol. 9, no. 1, pp. 91-107.

Noy, Chaim. (2008). " Sampling Knowledge: The Hermeneutics of Snowfall Sampling in Qualitative Research", International Journal of Social Research Methodology 11 (4): 327-44.

OECD (Ed.) 2006. Innovation and growth in tourism (Paris: OECD).

Page, S. J. 2009. Tourism Management: Managing for Change, London: Routledge. Pp. 400.

Pradhan, K. 2014. Cultural Tourism and Nepal. Transnational Corporations Review, 6(3), 238-247.

Ritchie, J.R.B. And Crouch, G. I. (2003) The competitive destination and sustainability: A sustainable Tourism Prospective, CABI, Publishing.

Sakdiyakorn, M., & Sivarak, O. (2015). Innovation Management in Cultural Heritage Tourism: Experience from the Amphawa Waterfront Community, Thailand. Asia Pacific Journal of Tourism Research, 1-27.

Seale, C. (2012). Researching society and culture (3rd ed.). London: SAGE, pp. 118-133, 528-543.

Sharma, A. and Kim, Y.S. 2016. Information Communication Technology Development in Nepal. Handong Global University. Pp.101-141.

UNWTO, 2005. The future of Traditional Destination- Is their experience Relevant to Emerging Countries in Europe? (Madrid: UNWTO)

Upadhyay Rudra and Agrawal Manoj Kumar (2006). Tourism and Economic Development in Nepal, New Delhi; Northern Book Centre.

Wang, Y., & Fesenmaier, D. R. (2007). Collaborative destination marketing: A case study of Elkhart County, Indiana. Tourism Management, 28(3), 863–875.

Weidenfeld, A., Butler, R. and Williams, A.W., 2011. The role of clustering, cooperation and complementarities in the visitor attraction sector. Current Issues in Tourism, 14(7), pp.595-629.

Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal,5(2), 171–180.