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Article
Publication date: 1 August 2006

Lesley‐Ann Wilson and Emily Boyle

This study aims to identify the extent of intended interorganisational collaboration in the implementation of management objectives at World Heritage Sites (WHSs). These sites…

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Abstract

Purpose

This study aims to identify the extent of intended interorganisational collaboration in the implementation of management objectives at World Heritage Sites (WHSs). These sites represent a unique management challenge in terms of the number and diversity of organisations involved both in terms of ownership and in the interface between the site and the wider tourism environment.

Design/methodology/approach

The research is based on content analysis of 12 management plans. Analysis focuses on the types and frequency of organisations involved in the joint implementation of sustainable tourism objectives. Ratio analysis is used to develop a ratio of collaboration which provides a measure of the numbers of organisations involved and the level of collaborative activity across sites.

Findings

There is higher commitment towards interorganisational collaboration at complex sites, comprising a range of attractions, compared with single‐focus sites. This was unsurprising, given that complex ownership of sites necessitates collaboration. However, when data relating to site owners was eliminated to reveal a truer picture of collaboration, the findings indicated that single‐focus sites were committed to jointly implementing a higher proportion of objectives compared with complex sites organisations. A number of mechanisms are in place to facilitate collaboration, but again, these are more prominent in the management plans of complex sites. The findings indicate that interorganisational collaboration is currently underutilised in the strategic management of WHSs.

Research limitations/implications

The study is exploratory, given that this is the first time that World Heritage Sites have had published management plans. Measuring comparative activity using ratio analysis is one‐dimensional. The research is also based on intended activity over the next five years and would need to be followed up by further research based on the reality of implemented objectives.

Originality/value

The study assesses the extent of intended interorganisational collaboration in the public‐sector context of WHSs and contributes to the literature in both areas of study.

Details

Leadership & Organization Development Journal, vol. 27 no. 6
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 August 2004

Lesley‐Ann Wilson and Emily Boyle

Because public service visitor attractions are increasingly under pressure to provide best value for money by generating revenue as well as offering a service their shops are…

3043

Abstract

Because public service visitor attractions are increasingly under pressure to provide best value for money by generating revenue as well as offering a service their shops are becoming more important in their operations. This article therefore looks at the performance of the shop of one new purpose built public service visitor attraction W5 in Belfast, Northern Ireland in order to identify the impact of a number of key factors, both controllable and uncontrollable, on it. The factors concerned were the nature of the target customers, the attraction's location and other locational issues and the public image of the shop. Having considered the impact of these factors on the performance of the shop the article examines the actions and decisions of the visitor attraction's management in its efforts to optimise the shop's performance.

Details

International Journal of Contemporary Hospitality Management, vol. 16 no. 5
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 1 October 2004

Lesley‐Ann Wilson and Emily Boyle

Partnerships have become more prevalent in the delivery of public services, particularly in relation to non‐traditional sectors such as culture, arts and leisure. This paper…

2930

Abstract

Partnerships have become more prevalent in the delivery of public services, particularly in relation to non‐traditional sectors such as culture, arts and leisure. This paper presents a synthesis of research on partnerships and their relevance to local museums in the light of recent government policy. The relevance of partnerships to this sector is explored through a case study of four local authorities in Northern Ireland that partnered to form a regional museum service. Qualitative interviews revealed that despite the small scale of the partnership, a number of benefits have been delivered and that the partnership mechanism can work for organisations with little in the way of resources. Much of the success of the case study partnership can be attributed to the skills and leadership of the appointed member of staff. Further research is recommended to map the type, scope and purpose of museum partnerships in order to develop a typology for this sector and to evaluate current government policy.

Details

International Journal of Public Sector Management, vol. 17 no. 6
Type: Research Article
ISSN: 0951-3558

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Article
Publication date: 1 March 1999

Julie Ashford, Martin Eccles, Senga Bond, Jesley Ann Hall and John Bond

The drive towards clinical effectiveness and cost‐effective care within the NHS is becoming increasingly apparent. Consequently, there is a need to change clinical practice, and a…

3672

Abstract

The drive towards clinical effectiveness and cost‐effective care within the NHS is becoming increasingly apparent. Consequently, there is a need to change clinical practice, and a set of activities with which to implement the necessary and desirable changes is required. Resistance to accepting change at an individual and organisational level is common and it is postulated that the solution lies in adopting an eclectic approach where the range of factors affecting the implementation of change is considered. A possible framework for identifying suitable behaviour change strategies is proposed. Factors included are the context of change, the relevant theoretical and empirical literature and the implementation and maintenance of change. With practical application in mind, the framework is intended as a tool to assist health care professionals analyse the change process in a structured manner and develop potential strategies for achieving desirable behaviour changes within their own and others’ practice.

Details

British Journal of Clinical Governance, vol. 4 no. 1
Type: Research Article
ISSN: 1466-4100

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