In Promoting ASEAN Tourism Growth
Abstract
The purpose of the paper is to analyse and to understand the challenges of newly formed ASEAN Youths Organization in promoting tourism. The Asia-Pacific region is one of the fastest growing regions in the world, and the flow of tourism to the region is not as high as the flow of tourists to Africa, Europe and America. ASEAN Youth Organization’s mission is to reveal a sharp curiosity on ASEAN countries and on each other as far as the issue of tourism as a source of economic revenue is concerned. The governments the ASEAN region recognize tourism as a great economic contributor despite the fact that it has not yet really picked up. As a newly formed regional organization with a vision of championing for the region’s tourism, ASEAN Youth Organization stands to face many challenges in their endeavours to promote tourism in the region. This research paper seeks to utilize theoretical and methodological approaches in investigating the challenges that ASEAN Youth Organization stand to face in their task.
Keywords: Asia Pacific, ASEAN, Tourism Growth, ASEAN Youth Organization, Challenges, Promoting.
Introduction
The Asian-Pacific region is the fastest growing region in the world, but the flow of tourists here still is not as great as to Europe and America. It is expected that in the near future, some countries in the region will come to the economic forefront simply due to increasing the number of visiting tourists. Thus, in Asian countries, the Association of South-East Asian Nations is one of the most influential unions, and has been for almost 50 years. Cooperation in terms of tourism within the aforementioned organization started immediately after its establishment in the late 1960s. Today, this Asian area is very attractive for many tourists and the primary role in coordinating the tourist activity in the Southeast Asian region is given to the structures of ASEAN (ASEAN, n.d.). For instance, ASEAN Youth Organization as a newly born non-profit establishment plays the coordinating role in the development of tourism in the region of Southeast Asia as a central tenet of its mission. Set in Mid-August of 2015, it consists of youth participants and volunteers from 17-40 years old. Apart from ASEAN countries, the organization is present in Japan and Australia. The origin of establishment comes from the “ASEAN Community of 2011” online platform. ASEAN Youth Organization’s mission is to encourage a sharp curiosity about ASEAN and each other (ASEAN Youth Organization, 2015). First of all, this means the creation of optimal conditions for the joint efforts of youth aged 17-40 years to improve the competitiveness of this segment of the economy in the global tourism industry (ASEAN Youth Organization, 2015). To this end, it should make greater use of the best possible arsenal of proven international practice ways and means, or “best practices”, to achieve its goals. These goals may include joint planning; financing; formation of investment strategy; education and training, as well as the implementation of agreed policies in international tourist organizations and promising international tourist markets.
Based on the above information therefore, the researcher identifies that the genesis of cooperation between the ASEAN countries towards the development of the tourism industry is contingent to economic policy harmonization, taxation harmonization, import of certain products and income, free movement of capital, and maximization of the benefits and experience of individual countries in addressing the range of issues of regional cooperation in this field (Okumus, Altinay and Chathoth, 2010). This research therefore, can be used in further development of relationships between ASEAN countries and ASEAN Youth Organization in order to improve brand image of ASEAN countries on the international arena. This is an important issue for each of the countries to individually and collectively consider. Research evidence from Sarma (2014) informs that proper destination position which is the art of building and maintaining a destination’s value is key in winning tourists to one’s destination. The research question is: what are the potential challenges of the ASEAN Youth Organization in promoting tourism in ASEAN countries?
Literature Review
Today, the concept of leadership means a wide range of activities from government to guiding small groups. The mechanism of integration of group activities, when an individual coordinates and directs the activities of the group, is at the core of leadership. The basis of leadership constitutes trust, authority, recognition of a high level of skill, and; a willingness to support the team in all endeavors, personal sympathy, and the desire to study and learn from the experiences. At all times leaders have determined the policies of the state, have been involved in solving major scientific, technological, financial and other problems, and often become the arbiters of the fate of millions of people (Northouse, 2007).
In this context the role of ASEAN Youth Organization in tourism growth of ASEAN countries is best explained through transformational leadership, a type of leadership styles that can inspire people to follow. This type of leadership style when related to ASEAN Youth Organization and their mission best informs the concept of regional tourism promotion. Through the encouragement of the youth population to follow in local tourism, AYO does not only capture the attention of the youths in their regional but also of many other potential tourists across the age groups. Therefore, transformational leadership of the organization would best help the organization in inspiring populations to contribute to the rise of the regions tourism industry. Transformational leadership is characterized by the ability to implement significant changes. The leader of this type brings a change in the concept of the future development of the organization, its strategy, culture, production and applied technology. The transformational leader seeks to establish cooperation, gives meaning to the work of subordinates and involves them in the change process. It is based on personal values, beliefs, and as a leader, not on the interchange between a senior and their subordinates (Northouse, 2007).
One of the main features of ASEAN region as a World Tourist Destination is that it consists of newly industrialized countries and countries with low-income population, namely Indonesia, Malaysia, Singapore, the Philippines (1967), Brunei (1984), Vietnam (1995), Laos (1997) and Cambodia (1998). Asian integration of centripetal forces is strategically important. Forces such as our geographical position at the crossroads of world trade routes and the transition to the liberal model of a market economy, involving the inflow of foreign capital and export orientation of the economy restructured (Salvatore, 2007). The prospective directions and strategies of ASEAN in the tourism sphere are the promotion of ASEAN as attractive touristic destination; the enhancement of cooperation in tourism areas between member countries in order to increase their efficiency and competitiveness; significant decrease in requirements for tourism and travels among ASEAN participants; creation of an integrated network of enterprises involved in the tourism industry; and promotion of ASEAN as the only destination on the world travel market with the highest quality of services provided. Other prospective directions and strategies include mutual collaboration in human resources development within the market, formation, update and extension of tourism infrastructure and services; and ensuring favorable conditions for more intensive participation of government and private sectors in tourism development, interregional travels and creation of tourism infrastructure objects and services (ASEAN, n.d.).
It is worth mentioning that ASEAN Youth Organization, as an organizational establishment, offers an essential and vital prospect structure for youth involvement in organizing. Young leaders sense a united spirit concerning their work, their own leadership abilities, in addition a real sense of the effect they could have in their societies. Engagement in the organization process facilitates youth to formulate crucial social analysis as well as to increase their educational enthusiasm and ambitions (Funders’ Collaborative on Youth Organizing, 2011). The organizational structure of ASEAN Youth Organization is due to its activities in ASEAN and non-ASEAN member states, such as; special needs and interests of participating in the work of adolescents and young people; specific conditions of implementing activities; the absence of coercion as the organization is volunteer, etc. Exhibit 1 shows that the organization consists of five departments, namely Communication & Publication, Program Development, Network Development, Organization Development and International Relations, which are managed by the President with the help of the Vice president and the Secretary. Such structure is linear-functional, which means more efficient use of manpower of all kinds, availability of opportunities for career development, better monitoring of the activities of each department and its executive, and a decrease in the use of material resources in functional areas (ASEAN Youth Organization, 2015).
Exhibit 1. Organizational Structure of ASEAN Youth Organization
Conceptual framework or Hypothesis (ses)
This research paper will endeavor to discuss the conceptual framework of the research through the elaboration of the below figures.
Exhibit 2. Conceptual Framework
. From the above structural compilation, the researcher hypotheses that ASEAN Youth Organization from an organizational structure and strategy perspective is well positioned to champion for tourist awareness through youth involvement. The only remaining question is whether the organization has enough contingent plans to overcome challenges that come with promoting tourism in the region.
Methodology
Owing to the technical nature of this research project and the need to get pragmatic and empirical results at the end of the research project, the researcher proposes to utilize a mixed methodology of research. Both quantitative and qualitative research data will be utilized in the determination of the final deductions of the research as far as the challenges facing ASEAN Youth Organization in promoting tourism in their region is concerned. In that light therefore, there will be three phases of research.
Phase 1: Secondary sources
Secondary documents are documents produced by stakeholders who are eye-witness accounts to evaluate the ASEAN Youth Organization, or have worked alongside them. Another secondary source is previous research works on the field by other researchers. The researcher however acknowledges the fact that this will not be easy to find since there is limited previous research on the effectiveness of AYO in promoting tourism. Nonetheless, the researcher intends to pay close attention to any previous research materials touching on the development of tourism in the ASEAN region. These types of research sources will be instrumental in building the basis of the research and will play a great role in the analysis of the empirical results of the other research methodologies.
Phase 2: Primary sources
The researcher will interview three target groups about the organization’s success and contribution to the increase of tourism in the area. The target groups are as follows:
Internal
- Individual Level: 10 ASEAN youth leaders
- Organizational Level: 15 ASEAN Youth General Members
External
- Stakeholders: Officer of Ministry of Tourism, Director of South East Asia Tourist Guide Association and ASEAN Secretariat Secretary General
Phase 3: Analysis
The researcher will relate the outcomes from Phases 1 and 2 with the data that is taken from the World Tourism Organization, the ASEAN countries’ reports, regulations and other documents of ASEAN and other tourism organizations, the results of scientific studies of various scientists, experts, reference books and periodicals. The researcher will apply common scientific and precise approaches of methodological knowledge. Methods of abstraction and analysis and synthesis were applied amongst common approaches. The combination of primary and secondary methods of information gathering provides the researcher with reliable, goal-oriented, quick and relatively cheap access to necessary data.
Result
Leadership
Based on the research, ASEAN is the example of transformational leadership, where the
organization can inspire people and encourage people to the best for the sake of the community
and for the sake of themselves. ASEAN youth community encourages volunteers from ASEAN
countries to work together, there are a lot of group projects that require critical thinking in
tourism promotion, ASEAN helps and encourages local people to be engaged in tourism, and
does a lot of other things that are beneficial for local tourisms in ASEAN countries.
Management and Bureaucracy process
In terms of tourism development and tourism expenditures, there are no management
bribery issues or other non-transparent issues that could harm the development of tourism
industry so far. According to the answers of the stakeholders, most of them see that the
government understands the importance of tourism industry and support it as much as it
can. There are challenges, such as the lack of the proper funding that will be enough for the
development of tourism in ASEAN countries, as well as the lack of proper social recognition
of tourism in this region. In most of ASEAN countries bureaucracy exists, however in the
sphere of tourism, the government understands the importance of developing of tourism in
the area and provides all necessary help, support and financial resources.
Challenges on promoting ASEAN tourism growth
First of all, countries, people and government need time and patience, because there are
many destinations around the world that have been popular for many years in a row, such as
Paris in France and London in the United Kingdom. Therefore, not many tourists are aware
of the great possibilities of amazing tourism in ASEAN countries. ASEAN countries’ beautiful
nature, culture and cuisine are not widely known to the rest of the wold yet, but once they
do, ASEAN tourism will definitely be a success and will justify all the investments from the
governments and from ASEAN.
Stakeholder Perception Toward AYO
The research project was successfully conducted on 10 AYO leaders, 15 AYO general members, three stakeholders in the ASEAN tourism industry and a detailed review of reports and previous research on the development of tourism in the ASEAN region over the last three decades. A general analysis of the data collected from the research will be reported here but first and foremost, it is essential that the basic questions and response from the respondents that will be used for the general analysis of research results be highlighted. The respondents were asked the below five questions of interests, how well is AYO positioned to promote tourism in the region, what is the role of AYO as a new tourist promotion body, has poor tourism management theory and practice been the main problem hampering success of the ASEAN tourism industry, will transformation leadership be of help in AYO as far as ASEAN tourism promotion is concerned and will functional linear structure help the organization achieve its goals?
and a linear functional model were the best approaches for ASEAN Youth Organization in order to achieve goals and promote effectiveness.
The empirical research project having been well completed there are a number of findings that are worth to report in relation to the evidences of previous research. The main purpose of the research project was to understand the role of AYO as a newly formed body in the ASEAN tourism industry. Based on the analysis of the data collected from the research, the general notion of the respondents for the interviews and surveys was that ASEAN youth organization was a robust idea that would help in the promotion of the ASEAN tourism market. This was in concurrence with earlier consulted evidence of research that had pointed on the need for the ASEAN region to act jointly in efforts towards promoting the region’s tourism capacity. The data analysis also provided results that most of the respondents and stakeholders interviewed believed that the region’s poor tourism management theories and practices were a reason for stagnating tourism sales. Some other evident results were that better form of leadership and functional structure would help AYO in achieving its goals and that future prospects of AYO were bright with the development of online tourism platforms.
Collaboration and organizing the activities.
There definitely will be challenges in beginning, since tourism in ASEAN countries is not world known, and at first, there will be moments when ASEAN, government, young volunteers and people will think that they are wasting time and money. However, only patience and hard work is needed, and as time passes by, all efforts and time spent will be justified.
Discussion
One issue of concern worth to bring up in the discussion is the point of tourism management theory and practice been the central hindrance to tourism development in the ASEAN region. In concordance with literal evidence of research which had pointed out on the need for ASEAN tourism organizations and stakeholders to adapt to modern tourism management theories and best practices, the empirical research found out that poor tourism management theory and practices were among the major reasons for poor tourism performance in the region. Other reasons that the empirical research also found to have contributed to poor tourism sales in the ASEAN region were corruption and profligacy among those in administrative positions. Also the empirical research found out that ASEAN Youth Organization has to work on eliminating corrupt behaviors and profligacy within its administration in order to genuinely venture into promoting and campaigning for the region’s tourism market development. ASEAN might face with organization, funding and management issues, but all of those are mendable.
The possibility of deliverance and the role of AYO as a newly formed organization is another challenge that the research analysis brought to understanding. According to the leaders, general members and ASEAN tourism industry stakeholders interviewed the role of AYO as a newly formed body was an ASEAN tourism advocacy body with the duty of giving a youthful feeling to tourism experiences in the ASEAN region. With a greater number of the global population been youthful, youthful advertisement efforts tend to capture more than just the youths but even the
middle aged population who have enough income to save for touring. This therefore confirms what literal review of the ASEAN tourism market had found to be missing, the youthful effect in tourism promotion. Apart from this, the organization leadership and functional structure was brought to scrutiny on the points of whether transformation leadership and linear functional structure were the best leadership and functional structures for propelling the organization towards achieving its goals and targets. As found out from the literature review of the ASEAN tourism industry field, the empirical results of the studies confirmed that transformational leadership would best help the organization in achieving its goals and gaining volunteers. A functional linear structure apart from enhancing efficiency and execution of strategy would also assist in the development and sustenance of manpower which is one of the assets that ASEAN Youth Organization direly needs in its efforts to promote ASEAN tourism globally.
In a nutshell therefore, the research has found out that despite there been many challenges moving from structural to functional all the way to financial that AYO faces in its course of promoting ASEAN tourism potential; the organization is well placed to overcome the various challenges as found out from research and even reach for more goals. With the development of the internet, AYO has the platform to easily reach wider populations from other spheres globally that are actually prospects for touring the region. This coupled with the facts that AYO has definite strategies towards attaining its goals informs that this newly formed youthful organization has the capacity to promote tourism in the ASEAN region to the global front.
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