Knowledge transfer: an analysis technique for destination planning process

For effective destination planning a balance must be struck between private sector interests and public sector interests in the quest for sustainability – economic, environmental, social, and cultural. Lack of coordination and lack of cohesion within a highly fragmented industry is a common characterization of the tourism industry, particularly so in destination planning processes (Jamal and Getz 1995). This paper draws from research which was carried out in Newcastle, New South Wales, Australia that examined destination development processes as a multi-stakeholder approach; the study found that the extent to which stakeholders communicate, exchange knowledge, and the networks formed has a direct bearing on the processes of strategic planning which reflects the destination’s capacity to capitalise on this industry. Such an approach could also prove useful for tourism planners in other destinations. To approach the problem a model of the knowledge transfer process is forwarded as a mechanism for policy advisers and planners to use as a tool to tease out the way knowledge is held and transferred by key stakeholders