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Volume 2, Number 1, January 2014

93

the study of managerial potentiality on cultural tourism in upper northern thailand: cases of chiangrai, chiangmai and mae hong son provinces

Associate Professor Dr. Makha KhittasangkaInternational College of Mekong Region

Chiang Rai Rajabhat University, Thailand

abstract

The purpose of the research project entitled “The Study of Managerial Potentiality on Cultural Tourism in Upper Northern Thailand: Cases of Chiangrai, Chiangmai and Mae Hong Son Provinces” is to study; 1) the relationship between community’s readiness of cultural tourism destination and managerial capability in cultural tourism, 2) the causes of external factors impact toward managerial capability of the community, 3) management guidelines to develop standards and services quality responding to provision of cultural tourism in upper northern Thailand, and 4) the proposed cultural tourism management guidelines for the upper northern provinces. This study employed ratified purposive sampling to collect data from the target popu-lation in the 12 ethnic communities which operating cultural tourism namely; Hmong, Lahu, Akha, Palaung, Thai Tai and Yunnan Chinese. There were 337 respondents consisted of 120

Community Cultural Tourism Devel-opment Committee, Local Administra-tion Committee and agencies involved in supporting tourism activities as well as 73 local business and 144 tourists who visiting the tourist destinations. The Pearson product-moment correla-tion coefficient is the statistical tool to examine the relationships among com-munity’s readiness, managerial capa-bility and external impact factors. The results of the study showed that all 12 ethnic communities had indicated potentiality to be the cultural tourism destinations where people has still maintained to conserve traditional value which has not been assimilated by modernization. The research findings were as followed; (1) The Pearson product-moment correlation coefficient is computed to measure relationship between two variables; community’s readiness of cultural tourism destination and managerial capability in cultural tourism found correlation is significant at the 0.01 level, (2) the external factors impact toward managerial capability in cultural


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tourism found correlation is significant at the 0.01 level, (3) development of managerial guidelines for standards and services quality in provision of cultural tourism products was found to depend on the interconnected relationship among components of the managerial capability comprising cultural tourism activities, managing cultural tourism activities, managing accommodation service and managing food service, all these components were significantly correlated at the 0.01 level, (4) the proposed cultural tourism management guidelines, was found that the development of administrative structure and the man-agement system of the community cultural tourism, community’s readi-ness to indicate potentiality of cultural tourism destination, indicated relying on dependency of the external factors relating to involvement of tourism development agencies in providing management guidance, education and training, support in infrastructure development and increasing numbers of the tourists.

introduction

Cultural tourism is the oldest forms of travel and still continues to be a mainstay of the tourism industry in more part of the world. According to the OECD (2009), cultural tourism accounted for around 40% of all international tourism, or 360 million arrivals in 2007. Although it is difficult to distinguish these culturally motivated

tourists from other travelers because of the growing tendency towards mixed holiday motives, they are particularly desirable for destination seeking to attract high quality tourism and high value tourists (Greg Richards and Wil Munster, 2010). The tourism experience consists not only of a collection of tourism facilities, or real economy experiences, but also a set of symbolic economy experiences (Urry, 2002). The latter involves the consumption of signs, symbols, festivals and spec-tacles used in creating aesthetic spaces of entertainment and pleasure. In discussing the symbolic economy, Zukin (1995) points to the role of ethnic diversity in shaping place and space, relating it to a tendency to commodify cosmopolitan life-styles and turn them to a vital resource for the prosperity and growth of the cities. Ethnic heritage, cultural diversity and urban tourism become links between the cultural capital of postin-dustrial cities and the tourism mar-keting and commodification of those experiences (Kearns and Philo, 1993; Lash and Urry, 1994; Zukin, 1995).Hoffman (2003:96), observed that multiculturalism and diversity have recently become a positive demo-graphic characteristic for business and tourism, indicating that ethnic diversity in ethnic precincts is one aspect of the symbolic economy. People visiting cultural and historical resources is one of the largest, most pervasive, and fastest growing


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sectors of the tourism industry today. In fact heritage tourism appears to be growing much faster than other forms of tourism, particularly in the developing world, and is thus viewed as an important potential tool for poverty alleviation and community economic development (UNWTO 2005). Heritage tourism typically relies on living and built elements of culture and refers to the use of the tangible and the intangible past as a tourism resource. It encom-passes existing cultures and folkways of today, for they too are inheritances from the past; other immaterial heritage elements, such as music, dance, language, religion, food patterns and cuisine, artistic traditions and festivals; and material vestiges of the built cultural environment, including monuments, historic public buildings and homes, farms, castles and cathedrals, museums and archeological ruins and relics. Although the heritage industry has in the past focused overwhelmingly on the patrimony of the privileged (e.g. castles, cathedrals, stately homes), there is now widespread acknowledgment and acceptance of everyday landscapes that depict the lives of ordinary people: families, farmers, factory workers, miners, fishers, women and children (Timothy and Boyd 2006a). Living culture is an important part of the heritage tourism in the lessdeveloped world. Agricultural landscapes, agrarian lifestyles, arts and handicrafts, villages, languages, musical traditions, spiritual and

religious practices, and other elements of the landscape provide much of the appeal for tourism in LSDs. Rice paddies and farming techniques, traditional architecture and building materials, intricate clothing and cloth, exotic-sounding music, vibrant ceremonies, and unusual fragrance and flavors are part of the appeal (Cohen 2001; Gibson and Connell 2005; Hall et al. 2003; Howard 2004;Volkman 1990). Other trends have emerged in the developing regions of the world in the realm of heritage tourism. A prominent one today is the notion of pro-poor tourism, or poverty alle-viation through tourism. Traditional, poor citizens have been excluded from planning, policy-making, and development. However, recent calls for more participatory and inclusive forms of tourism development have recognized the need for the poor to benefit from tourism rather than simply bearing the burden of its cost. (http://www.propoortourism.org.uk) Because of the many different research perspectives involved, the definition of cultural tourism also evolved during the research program, in line with the expanding horizontals of the knowledge of cultural tourism consumption. A conceptual definition was devised to describe the nature of cultural tourism which was viewed as being focused on the motivations of tourists (Richards, 1996). Marcisze-wska (2001) also suggested that the definition of cultural tourism should


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include a consideration of wants and desires as well as cultural needs. As Leiper (1990:373) has pointed out needs are the underlying factors influencing tourists motivations to visit attractions,‘but a single might be expressed in dozens of different motivations and wants and, conversely, a single want might reflect any of several different needs’. The use of term ‘community’ in tourism research has grown dra- matically over the past two decades in part because the increasing devel-opment of tourism products that com-modify community cultural resources. Despite this growth, few researchers have paid much attention in defining community. Where the concept is defined, researchers usually refer to a group of people living in the same locality, with some also including a notion of ecosystem or habitat in their definitions (Murphy 1985; James and Getz 1995). The real owners and manages of the cultural tourism are people andcommunities to present authenticity of beauty and exotic cultural identity of their locality. As Sirakaya et al. has proposed cultural indicator to illus-trate “degree to which initiative builds on cultural heritage of community and is culturally appropriate, and not conflicting with community vision and plan”, (Jamal and Choi, 2002). On the other hand, if tourism enters into community via strangers and does not become an integral part of the so-cioeconomic life of the community, it

is likely that the dominant response toward it will be one of resistance. However, if tourism involves the significant portion of the local people who expect to gain important socioeconomic benefits from it, and if tourism is effectively integrated into the community, the initial response will probably be one of acceptance. It may be either an active acceptance in the form of adoption or a passive acceptance in the form of boundary maintenance (Cohen 1979). At the community scale, sustainable tourism requires local control of resources. Williams, A.M. and Shaw, G. (1996) found a sense of local control over one’s resource and destiny is central to sustainable tourism development, a lesson that is appropriate to less traditional commu-nities as well. Makha Khittasangka, et.al (2006) in Lesson Learned from Tourism Development Planning Process by Government, Private and Local Administration Organizations for Sustainable Area –based Manage-ment of Chiang Rai Province, found that Provincial Tourism Promotion Committee had participated in the tourism development plan but did not as yet to translate the plan into effective implementation. The researcher had proposed that in establishing measures of lessons learned all involved stake-holders should participate and take part in the planning at all levels to develop tourism development in- dicators from community area-based, local administration, private tourism


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business and provincial administration in order to transform into manage-ment mechanism for sustainable tour-ism development. At the community-based tourism of 5 highlands villages in Chiangmai, Veerapol Thongma and Nuanchan Thongma (2008) reported that the community enterprise groups had formulated marketing strategic plan which comprising (1) marketing promotion, (2) establishing networks between entrepreneurs and the gov-ernment and organization involved, (3) strengthening community capacity in tourism, (4) development of tourism products. The research indicated that the community enterprise groups had implemented the plan with successful results. The Study of Managerial Potentiality on Cultural Tourism in Upper Northern Thailand: Case of Chiangrai, Chiangmai and Mae Hong Son Provinces”, with the questions arising for this research; (1) whether it is successful development and well-being of other activities and process, (2) whether the area-based community is ready and competent for managerial capability in estab-lishing management system in provi-sion of service quality in accord with cultural tourism standards as well as impact of external factors in rela-tion to adaptation of community and cultural tourism management of their locale. The emphasis of this research areas are the residential villages where the ethnic groups have settled

for many years mostly the settlement was adjacent to the up hills and away from the city. People live in these ethnic villages earn a living through subsistence farming, traditional cloth weaving, collecting local vegetables and herbs from the forest. Besides working on farms, the ethnic villagers also earn some seasonal income by arranging their typical habitat to be a home stay for the tourists. Initially, Office of Tourism and Sports has provided the standard guidance for operation of the cultural tourism activity. The villages that operated the home stay for tourists in accordance with the standard were entitled for certification. People visiting the villages will see the certified standard on the signed board posting at the houses.

the research objectives

In order to explore the manage-rial potentiality of the ethnic villagers the ability to operate the cultural tour-ism activities, the objectives of this research were as the following: 1. To study the relationship between community’s readiness of cultural tourism destination and man-agerial capability in cultural tourism of the ethnic villages in Chiangrai, Chiangmai and Mae Hong Son prov-inces. 2. To study the causes of exter-nal factors impact toward managerialcapability of the community operating


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cultural tourism. 3. To study the management guidelines to develop standards for services quality responding to pro-vision of cultural tourism in upper northern Thailand. 4. To propose cultural tourism management guidelines for the uppernorthern provinces in Thailand.

the research methodology

Three provinces located in upper northern Thailand comprising Chiangrai, Chiangmai and Mae Hong Son, with purposively selected villages where existing a density of the ethnic village groups operating cultural tourism activities as certified the quality of a home stay by The Office of Tourism and Sports, totaled 12 villages. The 12 ethnic villages which found diversified in ethnic culture were Hmong, Karen, Lahu, Akha, Tai Yai and Yunnan Chinese. Two similar ethnic groups were distributed among the 3 provinces, where the selection depending on a density of that ethnic group residing in the provincial area. The sampling size was derived by employing Taro Yamane to obtain respondents. Data were gathered from three types of respondents; (1) 120 communityleaders and cultural tourism com-mittee, (2) 73 entrepreneur operating tourism small enterprise, (3) 144 tour-ists who visiting the cultural tourism villages.

The statistical tools used for data analysis were descriptive statis-tics, The Pearson Product Moment Correlation Coefficient to test the two types of independent and dependent variables.

the research conceptual framework

Cultural Tourism offers many possibilities, especially where inter-national as well as domestic tourists, local manufacturers, retailers and service providers in the production, representation and consumption of glocalized tourism goods and services (Yamashita, 2003). As Bruner (2005: 17), elucidates, the ‘touristic border-zone’ is about the local, but what is performed there takes account of global cross-currents. Most of the local and global connections in tour-ism are marked inequalities and power struggles (Alneng, 2002). With this statement, this research is conceptual-ized in line with the possible variables as to investigate into the study of the stated research objectives and the research questions. The conceptual framework of the research is deline-ated in Figure 1.The components of two types of variables are explained as follows. The Community Readiness and Potential for Cultural Tourism Destination (Independent Variables) is comprising of 7 components; (1) Establishment of Tourism Committee, (2) Tourism Development Planning,


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(3) Implementation of Community Tourism Development, (4) Appre-ciation of Value in Maintenance and Conservation of Indigenous Culture, (5) Cooperation of Community and Local Organization Strengthening Cultural Tourism Infrastructure, (6) Community Cultural Tourism Route, (7) Transportation to the Cultural Tourism Destination. The Managerial Capability of Cultural Tourism Destination (Dependent Variables), is comprising of 5 components; (1) Cultural Tourism Activities by Community, (2) Man-

agement of Cultural Tourism by Com-munity, (3) Management of Basic Service of Cultural Tourism Destina-tion, (4) Accommodation Manage-ment, (5) Food Management. The External Influencing Factors (Intermediate Variables), is comprising of 3 components; (1) Recommendation for Education and Training, (2) Support from Outside Organizations in Basic Tourism Infra- structure, (3) Number of Tourists and Increasing Income in Community.

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Figure 1. The Research Conceptual Framework.

The Results of the Research

The results of the study can be concluded in accordance with thefollowing objectives:

Objective 1. To study the relationship between community’s readiness of cultural tourism destination and managerial capability in cultural tourism of theethnic villages in Chiangrai, Chainagmai and Mae Hong Son provinces.

Community’s Readiness andPotential for Cultural Tourism

Destination:1. Establishment of Tourism a

Committee (X1)2. Tourism Development

Planning (X2)3. Implementation of Community

Tourism Development (X3)4. Appreciation of value in

maintenance and conservationof indigenous culture (X4)

5. Cooperation of Communityand Local Organization in strengthening cultural tourisminfrastructure (X5)

6. Community cultural tourismroute (X6)

7. Transportation to the CulturalTourism Destination (X7)

Managerial Capability ofCultural Tourism

Destination1. Cultural Tourism

Activities by Community(Y1)

2. Management of Cultural Tourism by Community(Y2)

3. Management of Basic Service of CulturalTourism Destination (Y3)

4. AccommodationManagement (Y4)

5. Food Management (Y5)

External Influencing Factors1. Recommendation for Education and Training from Agencies

Involved in Tourism Development (XE1)2. Support from Outside Organizations in Basic Tourism

Infrastructure (XE2)3. Number of Tourists and Increasing Income in Community

(XE3)


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the results of the research

The results of the study can be concluded in accordance with the following objectives:

Objective 1. To study the relationship between community’s readiness of cultural tourism destination and managerial capability in cultural tourism of the ethnic villages in Chiangrai, Chainagmai and Mae Hong Son provinces.International Conference Proceedings

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The test of relationship between community’s readiness andmanagerial capability of the cultural tourism destination appeared in Table 1.

Table 1.The test of relationship between community’s readiness and managerial capability of the cultural tourism destination in Upper Northern Thailand.

Community’s Readiness (X

1) (X

2) (X

3) (X

4) (X

5) (X

6) (X

7) (Y

1) (Y

2) (Y

3) (Y

4) (Y

5)

(X1)

- .355**

.362**

.222*

.447**

.308**

.222*

.127 .143 .023 .105 .127

(X2)

-.818

**.383

**.343

**.807

**.638

**.013 .000 .149 -.116 -.253

(X3)

-.613

**.449

**.763

**.446

**.094 .164 .236

** -.105 -.144

(X4)

-.438

**.526

**-

.174 .108 .210

*.264

** .303* -.208

(X5)

-.415

**.263

**.088 .065 .282

** -.031 .008

(X6)

-.664

**.093 .070 .304

** -.091 -.226

(X7)

-.067 .013 .245

** .297* .084

(Y1)

- .701**

.353** .368** .312*

(Y2)

- .421** .594** .492**

(Y3)

- .583** .494**

(Y4)

- .762**

(Y5) -

**P < .01, *P < .05

Table 1 showed the statistical analysis of The Pearson product-moment correlation coefficient which was computed to measure relationship betweentwo types of variables; community’s readiness of cultural tourism destination and managerial capability in cultural tourism destination. The data hasstatistically proven that Community’s Readiness in Tourism Development


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Table 1 showed the statistical analysis of The Pearson product-mo-ment correlation coefficient which was computed to measure relationship between two types of variables; com-munity’s readiness of cultural tourism destination and managerial capability in cultural tourism destination. The data has statistically proven that Community’s Readiness in Tourism Development Planning (X3) was positively correlated with Manage-ment of Basic Service of Cultural Tourism Destination (Y3). This implied that in the planning process by the ethnic villagers who operated the cultural tourism activities could enable them to manage basic service as has been provided for the tourists. In the mean time, in relation to Community’s Readiness, it was found that Appreciation of Value in Mainte-nance and Conservation of Indigenous Culture (X4) have shown supporting evidence of positively correlated with Management of Cultural Tourism by Community (Y2), Management of Basic service of Cultural Tourism (Y3) and Accommodation Management (Y4). On the same token, Cooperation of Community and Local Organization in Strengthening Cultural Tourism

Infrastructure (X5) was positively correlated with Management of Basic Service of Cultural Tourism Destina-tion (Y3). Community Cultural Tour-ism Route (X6) has shown positively correlated with Management of Basic Service of Cultural Tourism Destina-tion (Y3). It has found that in inves-tigating the community’s readiness, Transportation to the Cultural Tourism Destination (X7) was positively cor-related with Management of Basic Service of Cultural Tourism Destina-tion (Y3). It could be concluded by the statistical evidence, the communities of the three provinces; Chiangmai, Chiangrai and Mae Hong Son, had shown managerial capability to operate the cultural tourism in particular Management of Basic Service of Cultural Tourism Destina-tion, implying that the readiness in establishing planning mechanism, implementation, maintenance and conservation of culture, Cooperation of local organization, community route and transportation and the ability to manage the tourism activities were supported among the related components.


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Table 2 showed the external factors impact toward managerial capability in cultural tourism desti-nation by community. The findings indicated that Recommendation for Education and Training from Agencies Involved in Tourism Development of three provinces were averaged 4.58 (while Chiangrai mean score= 4.50, Chiangmai=4.50 and Mae Hong Son=4.75). Support from Outside Organizations in Basic Tourism Infrastructure was found total average of the three provinces of 4.00 mean score (Chiangrai mean score= 3.50,

Chiangmai = 4.25 and Mae Hong Son = 4.25). When exploring Number of Tourists and Increasing Income in Community as reflected by the respondents of the three provinces, it was found that the overall average mean score was 4.58 while looking into particular province found Chiangrai mean score was 3.75, Chiangmai 5.00 and Mae Hong Son 5.00, respectively. The support evidence of data had implied that external factors are very important in strengthening the managerial capability of the ethnic villages in the operation of cultural tourism.


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3. Number of Tourists andIncreasing Income in Community

3.75 5.00 5.00 4.58

SD 0.44 0.00 0.00 0.64

Total 3.92 4.42 4.50 4.28

SD 0.50 0.37 0.29 0.47

Table showed the external factors impact toward managerial capabilityin cultural tourism destination by community. The findings indicated thatRecommendation for Education and Training from Agencies Involved inTourism Development of three provinces were averaged 4.58 (while Chiangraimean score= 4.50, Chiangmai=4.50 and Mae Hong Son=4.75). Support fromOutside Organizations in Basic Tourism Infrastructure was found total average of the three provinces of 4.00 mean score (Chiangrai mean score= 3.50,Chiangmai = 4.25 and Mae Hong Son = 4.25). When exploring Number ofTourists and Increasing Income in Community as reflected by the respondentsof the three provinces, it was found that the overall average mean score was4.58 while looking into particular province found Chiangrai mean score was3.75, Chiangmai 5.00 and Mae Hong Son 5.00, respectively.

The support evidence of data had implied that external factors are veryimportant in strengthening the managerial capability of the ethnic villages in theoperation of cultural tourism.

Objective 2. To study the causes of external factors impact toward managerial capability of the community operating cultural tourism.a

Table 2. The Relationship between External Factors Impact on Management ofTourist Destination by Community Operating Cultural Tourism.

External Factors

Cultural Tourism in Upper Northern Thailand

Chiangrai Chiangmai Mae Hong Son Total

1. Recommendation forEducation and Trainingfrom Agencies Involved in Tourism Development

4.50 4.50 4.75 4.58

SD 0.51 0.51 0.44 0.50

2. Support from Outside Organizations in BasicTourism Infrastructure

3.50 4.25 4.25 4.00

SD 0.88 0.44 0.44 0.71


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Table 3. The Test of Relationship among the External Factor ComponentsWhich Having Impact on Management of Tourist Destination byCommunity.

External Factors (XE1) (XE

2) (XE

3)

1. Recommendation for Education andTraining from Agencies Involved in Tourism Development (XE

1)

- .478** .242**

2. Support from Outside Organizationsin Basic Tourism Infrastructure(XE

2)

- .552**

3. Number of Tourists and Increasing Income in Community (XE

3) -

**P < .01, *P < .05

From Table 3 all external factors off Recommendation for Education andffTraining from Agencies Involved in Tourism Development (XE1) was positively correlated with Support from Outside Organization in Basic Tourism Infrastructure (XE2) as well as Increasing number of Tourists andIncreasing Income in Community (XE3). In the mean time, Support fromOutside Organization in Basic Tourism Infrastructure was positively correlatedwith Recommendation for Education and Training from Agencies Involved inTourism Development (XE

1).

The data had provided the evidence that the ethnic villages operatingcultural tourism in all three provinces were in need of all external factors toenhance the managerial capability in the operation of cultural tourism.

Table 4. The Test of Relationship among Components of Management ofCultural Tourism Destination by Community in Relation to theExternal Factors.

Management Components (YM1) (YM2) (YM3) (YM4) (YM5) (YM6)1. Establishment of TourismDevelopment Committee (YM1) - .355** .362** .180* .222* .383**2. Tourism DevelopmentPlanning (YM2) - .818** .403** .383** .355**3. Implementation of TourismDevelopment by Involvement of Community and Tourism

From Table 3 all external factors of Recommendation for Education and Training from Agencies Involved in Tourism Development (XE1) was positively correlated with Support from Outside Organization in Basic Tourism Infrastructure (XE2) as well as Increasing number of Tourists and Increasing Income in Community (XE3). In the mean time, Support from Outside Organization in Basic Tourism Infrastructure was positively correlated with Recommendation for Education and Training from Agencies Involved in Tourism Development (XE1). The data had provided the evidence that the ethnic villages operating cultural tourism in all three provinces were in need of all external factors to enhance the managerial capability in the operation of cultural tourism. From Table 4 showed the

relationship among components of management of cultural tourism destination, it was found that the external factors had shown an effect on the management of cultural tourism by which Establishment of Tourism Development Committee (YM1) had shown positively correlated with Tourism Development Planning (YM2), Implementation of Tourism Development by Involvement of Community and Tourism Develop-ment Committee (YM3), Devel-opment of Natural Resources and Environment (YM4), Development of Cultural Tourism Service Products (YM5) and Conservation and Vitalization of Indigenous Culture (YM6). In the mean time, Tourism Development Planning (YM2) has shown positively correlated with Implementation of Tourism Develop-ment by Involvement of Community


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and Tourism Development Commit-tee (YM3), Development of Natural Resources and Environment (YM4), Development of Cultural Tourism Service Products (YM5) and Conser-vation and Vitalization of Indigenous Culture (YM6). In the same token, it was found that Implementation of Tourism Development by Involve-ment of Community and Tourism Development Committee (YM3) has shown positively correlated with Development of Natural Resources and Environment (YM4), Develop-

ment of Cultural Tourism Service Products (YM5) and Conservation and Vitalization of Indigenous Culture (YM6). More over, Develop-ment of Natural Resources and Envi-ronment (YM4) has shown positively correlated with Development of Cul-tural Tourism Service Products (YM5) and Conservation and Vitalization ofIndigenous Culture (YM6). The data has shown the proven evidence that among all management components were interwoven and positively correlated among one and others. This implied that with the inter-


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Table 3. The Test of Relationship among the External Factor ComponentsWhich Having Impact on Management of Tourist Destination byCommunity.

External Factors (XE1) (XE

2) (XE

3)

1. Recommendation for Education andTraining from Agencies Involved in Tourism Development (XE

1)

- .478** .242**

2. Support from Outside Organizationsin Basic Tourism Infrastructure(XE

2)

- .552**

3. Number of Tourists and Increasing Income in Community (XE

3) -

**P < .01, *P < .05

From Table 3 all external factors off Recommendation for Education andffTraining from Agencies Involved in Tourism Development (XE1) was positively correlated with Support from Outside Organization in Basic Tourism Infrastructure (XE2) as well as Increasing number of Tourists andIncreasing Income in Community (XE3). In the mean time, Support fromOutside Organization in Basic Tourism Infrastructure was positively correlatedwith Recommendation for Education and Training from Agencies Involved inTourism Development (XE

1).

The data had provided the evidence that the ethnic villages operatingcultural tourism in all three provinces were in need of all external factors toenhance the managerial capability in the operation of cultural tourism.

Table 4. The Test of Relationship among Components of Management ofCultural Tourism Destination by Community in Relation to theExternal Factors.

Management Components (YM1) (YM2) (YM3) (YM4) (YM5) (YM6)1. Establishment of TourismDevelopment Committee (YM1) - .355** .362** .180* .222* .383**2. Tourism DevelopmentPlanning (YM2) - .818** .403** .383** .355**3. Implementation of TourismDevelopment by Involvement of Community and Tourism


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Implementation of Tourism Development by Involvement of Community andTourism Development Committee (YM3), Development of Natural Resources and Environment (YM4), Development of Cultural Tourism Service Products (YM5) and Conservation and Vitalization of Indigenousrr Culture (YM6). In themean time, Tourism Development Planning (YM2) has shown positivelycorrelated with Implementation of Tourism Development by Involvement of Community and Tourism Development Committee (YM3), Development of Natural Resources and Environment (YM4), Development of Cultural TourismService Products (YM5) and Conservation and Vitalization of Indigenous Culture (YM6). In the same token, it was found that Implementation of TourismDevelopment by Involvement of Community and Tourism Development Committee (YM3) has shown positively correlated with Development of Natural Resources and Environment (YM4), Development of Cultural TourismService Products (YM5) and Conservation and Vitalization of Indigenous Culture (YM6). More over, Development of Natural Resources and Environment (YM4) has shown positively correlated with Development of Cultural Tourism Service Products (YM5) and Conservation and Vitalization of Indigenous Culture (YM6).

The data has shown the proven evidence that among all management components were interwoven and positively correlated among one and others.This implied that with the inter-relationship of the management components, theethnic villages could be able to manage the cultural tourism.

Development Committee(YM3) - .411** .446** .517**4. Development of Natural Resources and Environment(YM4) - .664** .371**5. Development of CulturalTourism Service Products(YM5) - .343**6. Conservation andVitalization of IndigenousCulture (YM6) -**P < .01, *P < .05

From Table 4 showed the relationship among components ofmanagement of cultural tourism destination, it was found that the external factors had shown an effect on the management of cultural tourism by whichEstablishment of Tourism Development Committee (YM1) had shown positively correlated with Tourism Development Planning (YM2),

Management Components (YM1) (YM2) (YM3) (YM4) (YM5) (YM6)


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Table 5. The Test of Relationship between External Factors and Management of Tourist Destination.

Impacts Factors

(XE1) (XE

2) (XE

3) (YM

1) (YM

2) (YM

3) (YM

4) (YM

5) (YM

6)

(XE1) - .478** .242** .376** .414** .090 .093 .176 .278**

(XE2) - .552** .410** .289** .567** .466** .590** .547**

(XE3) - .592** .319** .278** .414** .787** .365**

(YM1) - .355** .362** .180* .222* .383**

(YM2) - .818** .403** .383** .355**

(YM3) - .411** .446** .517**

(YM4) - .664** .371**

(YM5) - .343**

(YM6) -

**P < .01, *P < .05

From Table 5 showed the data to support the proven evidence that theexternal factors in Recommendation for Education and Training from AgenciesInvolved in Tourism Development (XE

1) was positively correlated with

Tourism Development Planning (YM2), and Number of Tourists and Increasing

Income in Community (XE3) is positively correlated with Development of

Cultural Tourism Service Products (YM5). On the whole, the external factors

and management of tourist destination are positively correlated.

Objective 3. To study the management guideline in order to develop standardsand services quality responding to provision of cultural tourism in uppernorthern Thailand.

The study revealed that the 12 ethnic villages are in the stage of learningand exploring the way to manage the tourism activity in the most effective way. There is an indication that the ethnic groups who operating cultural tourism had shown dependency on the external organizations involved in tourismdevelopment. Although, 12 villages had received the approved tourism standard from Tourism Authority of Thailand, there is still a need to provide follow upand suggestion on the implementation guidelines.

relationship of the management components, the ethnic villages could be able to manage the cultural tourism. From Table 5 showed the data to support the proven evidence that the external factors in Recommen-dation for Education and Training from Agencies Involved in Tourism

Development (XE1) was positively correlated with Tourism Development Planning (YM2), and Number of Tourists and Increasing Income in Community (XE3) is positively correlated with Development of Cultural Tourism Service Products

(YM5). On the whole, the external factors and management of tourist destination are positively correlated. Objective 3. To study the management guideline in order to develop standards and services quality responding to provision of cultural tourism in upper northern Thailand. The study revealed that the 12 ethnic villages are in the stage of learning and exploring the way to manage the tourism activity in the most effective way. There is an indication that the ethnic groups who operating cultural tourism had shown

dependency on the external organi-zations involved in tourism develop-ment. Although, 12 villages had re-ceived the approved tourism standardfrom Tourism Authority of Thailand, there is still a need to provide follow up and suggestion on the implementa-tion guidelines. Objective 4. To study the proposed cultural tourism manage-ment guidelines for the upper northern provinces of Thailand. The proposed management guidelines as found in the study: (1) The managerial capability


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of cultural tourism as operated by thecommunity especially the tourism committee leaders are very important and need to be strengthened. In particular, the external factors that should be provided by the external agencies involved have to replenish the entrepreneurial workshop in improvement of the home stay, clean-liness of the near home environment, food and security for the tourists. (2) There is a need to establish the Cultural Tourism Network amongthe ethnic villages in order to strength-en the community’ s readiness in the need of tourism planning and imple-mentation of the plan coupled with themanagerial capability.

conclusion

It can be concluded that cultural tourism management guide-lines, was found that the develop-ment of administrative structure and the management system of the com-munity cultural tourism, community’s readiness to indicate potentiality of cultural tourism destination, indicated that the ethnic villages still relying on dependency of the external factors which relating to involvement of tour-ism development agencies in provid-ing management guidance, educationand training, support in infrastructure development and increasing numbers of the tourists. These connections are based on communities that operated the cultural tourism, whether it is au-thenticity of culture or not? This has to be redefined in the future research.

acknowledgment: The author and the research team (Mr. Phithak Rattanasaeng-sawang, Mr.Komin Wang-on, Mrs. Nalae Jaha, Mrs. Natthida Jumpa and Mrs. Kulthida Intrachai) wish to sincerely thank the 12 ethnic villages in Chiangrai, Chiangmai and Mae Hong Son provinces in particular the villagers and the tourism commit-tee members for providing the useful and valuable information. Especially thanks are due to Chiang Rai Rajabhat University for financial support from the yearly budget B.E. 2553.

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