Interorganisational collaboration at UK World Heritage Sites

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.

Citation

Wilson, L. and Boyle, E. (2006), "Interorganisational collaboration at UK World Heritage Sites", Leadership & Organization Development Journal, Vol. 27 No. 6, pp. 501-523. https://doi.org/10.1108/01437730610687773