https://orcid.org/0000-0001-5420-1092
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Abstract
The San Pablo community in El Triunfo, Ecuador, is emerging as a promising community-based tourism destination. Despite its potential, the lack of knowledge about self-organization and its implementation has hindered effective tourism management. To address this challenge, a participatory approach was employed, involving the community and key stakeholders, such as the local government of El Triunfo. Through the utilization of Design Thinking and both online and in-person interviews, it was identified that an organizational structure based on networks and a culture of self-organization can drive local tourism. These aspects were incorporated into a Design Thinking-guided process, contributing to the understanding of how to forge an appropriate organizational framework for the community. Furthermore, this study aims for broader impact. The goal is not only to strengthen tourism in San Pablo, but also to inform the management of strategies and policies in other entities. The findings offer valuable insights to similar communities in Ecuador and the region. Collectively, this research enhances the comprehension of community-based tourism and proposes practical solutions for optimizing its management in emerging contexts.
Citation: Romero–Medina N, Flores–Tipán E, Carvache-Franco M, Carvache-Franco O, Carvache-Franco W, González-Núñez R (2024) Organizational design for strengthening community-based tourism: Empowering stakeholders for self-organization and networking. PLoS ONE 19(1): e0294849. https://doi.org/10.1371/journal.pone.0294849
Editor: Vincenzo Basile, University of Naples Federico II: Universita degli Studi di Napoli Federico II, ITALY
Received: June 8, 2023; Accepted: November 8, 2023; Published: January 23, 2024
Copyright: © 2024 Romero–Medina et al. This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Data Availability: All relevant data are within the paper and its Supporting information files.
Competing interests: NO authors have competing interests.
1. Introduction
In the 1980s and 1990s, a new form of tourism emerged in Latin America: community-based tourism, which arose as an alternative for sustainable tourism development [1]. Since then, this type of tourism has expanded to other parts of the world, becoming an increasingly common practice in countries across different continents. Despite its growth, there remains a lack of research that specifically addresses theories of networks or self-organization within the context of community-based tourism. Therefore, this article aims to fill this gap in the literature and present new findings that contribute to the strengthening of community-based tourism in Ecuador.
According to the UNWTO [2], community-based tourism involves the engagement of local communities in the management and operation of tourism projects, providing them with the opportunity to gain economic benefits while simultaneously preserving their cultural traditions and the environment. In addition to these advantages, Spenceley and Meyer [3] posit that tourism serves as a development strategy aimed at enhancing living conditions through job creation, strengthening community organizations, and safeguarding cultural and natural heritage.
Despite efforts and achievements in the realm of community-based tourism, significant challenges in its sustainable development persist. In Ecuador, community-based tourism stands as a significant tool that allows local communities to improve their living conditions while simultaneously safeguarding and valuing their cultural and natural resources due to the country’s rich cultural and natural diversity. However, according to statistics from 2017 by the Pluractional Federation of Community Tourism of Ecuador (FEPTEC), only 42.85% of community-based tourism enterprises remain active, while the rest opt not to continue their operations due to two main factors: the emigration of community leaders and a lack of understanding about self-management in tourism [4].
This lack of understanding about what self-management entails and how to implement it is a cause for concern for communities that choose to engage in this type of tourism. In addition to this, Ruiz et al. [5] point out that not all communities possess the same level of organization and collective capacity in this field, as some lack the necessary organizational, political, and cohesive structure to efficiently manage their tourism activities.
Given this reality, the significance of self-management as a tool to enhance community organization and improve tourism within the community stands out. Self-management empowers communities to take control of their tourism activities using the resources available to them, thereby increasing their resilience to external changes or economic crises [6] and enabling them to make decisions that benefit their social and economic development. In combination, self-management and community organization are pivotal for sustainable and enduring success in community-based tourism.
Thus, an organizational design based on two fundamental pillars is proposed: self-organization and networked collaboration. A crucial aspect of this design is that a well-organized community has greater opportunities to engage with other tourism stakeholders, potentially leading to new collaborations and alliances. Self-organization provides the necessary framework for establishing successful networking relationships, facilitating joint decision-making, and coordinated efforts among various actors, even those not directly part of the community.
This article is grounded in the significance of Organizational Design. In the context of community-based tourism, this topic becomes even more relevant, as the absence of a clear organizational structure can adversely affect coordination among key stakeholders and decision-making processes. Therefore, it is essential to address this gap and explore how the implementation of an Organizational Design under a participatory and synergistic management structure can benefit community-based tourism management in Ecuador.
In particular, a detailed analysis is conducted on the case of El Triunfo, an emerging city in community-based tourism in Ecuador, with a special focus on the San Pablo community. Within this community, stakeholders involved in community-based tourism have faced significant challenges in collaborating and organizing efficiently, which has hindered the achievement of sustainable success. Among the identified issues are unequal participation among key tourism actors, a lack of robust planning, and the absence of adequate support.
To address this challenge, the objectives of this article are I) Analyze the organizational situation of the San Pablo community to identify the present organizational and communicational challenges and needs within the tourism sector, and II) Determine an organizational model that promotes self-organization, integration, and coordination among stakeholders engaged in the community’s tourism activities.
Achieving these objectives aims to enrich the theoretical landscape and provide practical recommendations and strategies for enhancing collaboration and organization among local communities, the public sector, the private sector, and other key stakeholders. Furthermore, governmental authorities can utilize this information to formulate supportive policies and programs that foster sustainable community-based tourism, empowering communities and facilitating the creation of cooperation networks.
In combination, this study will provide valuable insights into how to address more effective, sustainable, and inclusive management of community-based tourism, both in Ecuador and in other regions facing similar challenges.
In pursuit of these goals, the article adheres to a well-defined structure. It initiates with an Introduction that establishes the context and relevance of the study. Proceeding further, the examination encompasses three pivotal theoretical concepts as part of the Literature Review. Subsequently, within the Methodology section, the study’s approach and the guiding principles of the Design Thinking process are meticulously expounded upon. The ensuing section presents the outcomes derived from this process. Ultimately, the conclusion encapsulates the implications of the findings and their role in fortifying community-based tourism, both within Ecuador and in a broader global context.
2. Literature review
2.1. Partnerships and networking in tourism
The development of a tourism area requires the formation of partnerships among local actors, as they can help to elevate local informal collaboration to the next level, create a new entity for tourism, and strengthen connections among local stakeholders [7]. A crucial factor in building an alliance is the creation of networks through associations, which requires good relationships among members and a high level of trust between them [8]. Particularly in Slovakia, Gajdošík et al. [9], conducted a study on two internationally important mountain destinations, which focuses on the implementation of innovations and networks in the tourism sector, through the analysis of a destination management system database and the interactions and intensity of relationships among stakeholders, resulting in the finding that formal and informal networks and collaboration among stakeholders contribute to the optimal development of the tourism destination in Slovakia. From this perspective, Kimbu & Ngoasong [10] conducted a case study in Cameroon to illustrate how power networks can influence the implementation of decentralization policies in tourism development, highlighting the importance of strengthening the capacity of local governments and community organizations in decision-making, through the promotion of collaboration and dialogue among key actors in the tourism industry, as well as investment in training and education programs. At the national level, Reyes et al. [11] proposed a model for managing community-based tourism by integrating the organization of cooperatives under work networks and building relationships with public-private actors to improve communication and relationships between indigenous communities and other external factors that influence the development of community-based tourism in the Amazonian province.
2.2. Organizational transformation for sustainable development
Although the concept of organizations is based on the voluntary union of individuals directing their efforts towards shared objectives, their success relies on synergy and a positive response to environmental stimuli. In this sense, organizations are considered social cells [12]. However, an inadequate structure can jeopardize the institution’s position and sustainability, diverting actions from their intended direction. It is within this dynamic that aspects such as organizational culture, work regulations, and organizational designs become relevant.
When the implemented organizational design doesn’t operate effectively, a transformation is needed. According to Hellriegel, Jackson, and Slocum [13], organizational change is linked to modifying the design or functioning of an organization [14]. These transformations can be driven by internal needs or the constant changes in the society in which we operate.
Implementing changes is challenging due to resistance, but it’s essential to correct inefficiencies. Strategic planning is crucial to guide this process. Appointing change agents is important as they foster trust and enhance communication. A successful example is Cotratudossa company in Cuenca, which improved its organizational culture and structure in the human resources department. A strategic plan, functional organizational chart, and procedures manual led to increased competitiveness.
2.3. Self-organization in destination management with a focus on community-based tourism
Self-organization in tourism refers to a process of tourism management based on the active and autonomous participation of the local community in decision-making and control of the destination [15]. In addition, according to Pavlovich K. [16] in his article "A rhizomic approach to tourism destination evolution and transformation”, tourist destinations are not simple hierarchical systems with a center of power and control, but rather decentralized and constantly changing systems. Using examples of tourist destinations in New Zealand and Australia, the author shows how tourist destinations can evolve and transform through collaboration and interconnection among diverse actors and resources. In this way, self-organization becomes key for proper management of a tourist destination, as it is a more collaborative and flexible approach according to the perspective of the mentioned article, and as presented by [17] in their project "Touristic Development and Relational Dynamics. Analysis Methodology for the Active Management of Tourist Destinations," where they mention that establishing relational dynamics is fundamental in the active management of tourist destinations, especially in emerging ones. They emphasize that good dynamics among the involved actors are vital for achieving set goals and objectives, allowing for quicker decision-making and active participation from all stakeholders. An example of this is the city of Úbeda, where there is no central leadership position; instead, responsibilities are shared, and autonomy or self-organization is encouraged in carrying out activities and tasks. This approach has enabled Úbeda to achieve significant tourism development compared to other destinations.
3. Methodology
3.1. Study area
The city of El Triunfo, located in the province of Guayas in Ecuador, is important as a connection point for various regions of the country due to its strategic location at the intersection of roads that connect to Guayaquil, Cuenca, and the central highlands. The region has rich vegetation, including tropical forests, mangrove forests, wetlands, grasslands, and shrublands, and is known for agricultural production with plantations of sugarcane, bananas, and rice for import and export.
In addition, the local community has developed tourism activities for visitors, including community-based tourism and ecotourism. Tourists can enjoy visits to communities, hikes along trails, bike rides, and the opportunity to try delicious local cuisine made from green plantains, such as fish bollo, corviche, cazuelas, and the traditional chanfaina made from pork viscera. Due to its privileged agricultural location, this activity has been linked to tourism, forming skilled artisans who work with natural products such as banana stems to make crafts and clothing from this material. Furthermore, El Triunfo is part of the Adventure Route, which combines adventure activities and experiences with the exploration of nature, cultural heritage, and other tourist attractions that can range from tourist haciendas, resorts, and even small community beaches.
In this regard, this work focuses on the community of San Pablo, located 15 km from the center of El Triunfo city, on the way to Huigra. In this community, where about 200 people live, the COVID-19 sanitary emergency provided them with an opportunity to resume their tourism activities because, being surrounded by nature, it became an ideal place for people who wanted to be away from the crisis caused by the pandemic. The activities include swimming and refreshing in a natural pool called "La Jungla" providing a visually stunning and relaxing environment, as well as hiking through the forest and opting for a natural experience in caves.
3.2. Methodology, data collection and analysis
The study had ethical approval from the Ethics Committee of the ESPOL Polytechnic University of Ecuador with Code: FCSH-14-2021. Informed consent was requested from all participants in writing at the beginning of the questionnaire. This study was carried out over a period of four months, from October 2022 to April 2023, to address the need for proper and specific tourism planning in the community of San Pablo, Ecuador. This community has faced issues related to a lack of organizational knowledge and other challenges in community-based tourism entrepreneurship, such as a lack of collaboration networks and strategic partnerships. The central objective of this research was to identify key constructs related to organizational design and its impact on strengthening community tourism in San Pablo, including the significance of networking for proper self-management and sustainable development in the tourism sector.
To achieve the stated objectives, the Design Thinking methodology was adopted, an iterative process comprising four stages: 1) Discover and empathize, 2) Analyze and define criteria, 3) Ideate and prototype, and 4) Experiment and validate. The process centers on cultivating empathy with project stakeholders and deeply understanding user needs to devise innovative solutions [18].
The four stages of the Design Thinking process were implemented through an exploratory research approach, enabling an understanding of the working environment, identification of issues and their causes, and proposal of solutions. For data collection, a qualitative research approach was employed using structured personal questionnaires. These questionnaires were designed based on a review of academic literature and were validated by a panel of three experts in tourism planning and organization. The interviews were conducted with representative members from the San Pablo community and the local government of El Triunfo. The participants were carefully selected through a small yet purposeful sampling method to ensure rich and meaningful information. Additionally, Design Thinking tools were applied to address and creatively resolve complex community problems while maintaining a user-centered focus.
Additionally, an organizational assessment method was employed, using appropriate scales to measure data and minimize errors in data collection. To complement the research with descriptive quantitative data, techniques such as direct and participant observation of the tourism offerings were used, along with comparative analysis with successful practices in the tourism sector within communities (benchmarking).
Below, each phase of the process is presented in detail, highlighting how it was applied in our study.
3.2.1. First phase: Discovery and empathy.
The first two stages of the Design Thinking approach focus on achieving the project’s first objective: discovering user problems and aspirations related to San Pablo and establishing effective empathy with them. To achieve this empathy, three in-depth semi-structured interviews were conducted with key representatives from the community. Two of these interviews were conducted online, involving the official from the Tourism Department of GAD El Triunfo and the leader responsible for tourism management in the San Pablo community. The third interview was conducted through a field visit, allowing for a closer interaction with the representative of the community’s main tourist attraction. This combination of online meetings and field visits facilitated a holistic and detailed perspective of the issues and needs related to community-based tourism in San Pablo.
To guide the interviews and gather relevant information, thirteen guiding questions were established (Table 1), addressing topics such as the primary objectives of community-based tourism for the San Pablo community, the needs and challenges they faced, community members’ involvement in tourism, and the available resources to support this form of tourism.
Based on the collected data, empathy maps were utilized to gain a deeper understanding of the environment, behavior, aspirations, and concerns of the key users [19]. These data underwent a rigorous analysis process, which encompassed transcription and coding of the interviews, as well as the identification of emerging patterns and themes.
The next tool employed was the Stakeholder Matrix by Mitchell et al. [20], which not only identifies the actors involved in the development of tourism activities in San Pablo but also delineates how these actors can be influenced based on their attributes of power, legitimacy, and urgency concerning the current situation or organization. Building upon these attributes, various stakeholder groups were identified (Fig 1):
- Latent stakeholders, those who have one of the three attributes: dormant, demanding, and discretionary.
- Expectant stakeholders, those who possess two of the attributes: dangerous, dominant, and dependent.
- Definitive stakeholders, who possess all the attributes.
Drawing from this theory, Martins, H. F., & Fontes Filho, J. R. [21] developed a tool to prioritize stakeholder management and allocate appropriate resources to meet their needs and interests. This tool is the Consolidation Matrix (see Table 2), which comprises three matrices:
- Power matrix, which refers to an actor’s ability to impose their will using coercive, utilitarian, and symbolic resources.
- Legitimacy matrix, which indicates whether an actor’s participation is desirable or appropriate for the organization and society.
- Urgency matrix, which refers to the need for immediate attention based on degrees of temporal sensitivity and criticality.
The rating used in these matrices is on a scale of 0 to 3, and the total degree of each matrix is obtained by summing the rating values.
3.2.2. Second phase: Analysis and definition.
In the subsequent stage of Design Thinking, termed "Analysis and Definition," the information gathered in the previous phase was leveraged to interpret and more precisely define the issues impeding tourism development in the San Pablo community. To achieve this objective, an exhaustive fieldwork was conducted, visiting different tourist attractions in San Pablo, including the main tourist attraction, the natural pool "La Jungla," waterfalls amidst the community’s vegetation, and other relevant sites for community-based tourism. Direct contact was established with key stakeholders in their workplaces and during community meetings to obtain firsthand information.
This direct interaction with community members enabled us to acquire new valuable information, enriching the analysis and providing a deeper understanding of the needs and challenges that San Pablo faces in its endeavor to promote community-based tourism. Furthermore, during the Analysis and Definition phase, the SWOT matrix was applied to analyze both the internal and external situation of the organizational management of tourism activities in San Pablo. This tool proved pivotal in identifying the strengths, weaknesses, opportunities, and threats affecting tourism development in the community, subsequently establishing a robust foundation for decision-making and the formulation of effective solutions.
3.2.3. Third phase: Ideation and prototyping.
In the third phase of the Design Thinking process, "Ideation and Prototyping," the focus was on fulfilling objective 2: "Determine an organizational model towards the integration, interrelation, and coordination among stakeholders engaged in community tourism activities." This stage is directly linked to the preceding "Discover and Empathize" and "Analyze and Define" phases.
During the "Ideation and Prototyping" stage, the emphasis was on exploring proposals that addressed the specific needs of the San Pablo community, considering prior knowledge about beneficiaries’ desires and the identification of various involved stakeholders. Furthermore, during this stage, we conducted an additional round of three interviews conducted during a second fieldwork phase. These interviews, conducted by the authors and previously validated by experts, provided us with an in-depth insight into beneficiaries’ perspectives and their ideas for creating effective solutions. During these interviews, we formulated seven key questions (Table 3) for the three beneficiary representatives.
These fundamental questions played a crucial role in generating innovative ideas, thereby laying the foundation for prototype design.
3.2.4. Fourth phase: Experimentation and validation.
For experimentation and validation, we adopted a participatory approach to gather valuable feedback from the direct users of the project. Initially, we conducted online interviews via the Zoom platform with ten key members of the community involved in tourism activities, including the representative from the local government’s Tourism department in El Triunfo.
During these interviews, we introduced the first low-fidelity prototype, which encompassed the organizational design structure and its components in a general perspective. Within this context, we posed crucial questions to the participants with the aim of capturing their perceptions and contributions (Table 4):
Based on the insights and suggestions gathered from online interviews, we made improvements to the low-resolution prototype. This led us to embark on a second phase of experimentation and validation, characterized by a more detailed and specific report that comprehensively addressed aspects of the organizational design. In this context, we organized a focus group in the San Pablo community during a field visit. It’s important to note that the participants in the focus group were the same individuals who had previously collaborated in the online interviews.
During this session, we presented the report in both physical and digital formats, giving shape to a high-resolution prototype. Through interactive and dialogic dynamics, we created an environment conducive to in-depth discussion, with the aim of subjecting the proposed solution to comprehensive evaluation. Participants had the opportunity to directly interact with the prototype, immersed in an atmosphere resembling a meeting of the new organization. Furthermore, they could share their perspectives and observations in real-time, significantly enriching the feedback process.
In conjunction with the group sessions, we employed brief surveys to capture quantitative data concerning participants’ perception and satisfaction regarding the final solution. These surveys were validated by five experts in tourism management and communication theories, who confirmed the ethical integrity of the collected data due to its relevance and utility in problem-solving.
4. Results
In this section, we present the results of the research employing the Design Thinking methodology for the development of community-based tourism in the San Pablo community, Ecuador. Throughout the process, various stages were undertaken, each yielding important findings that guided our approach towards creating effective and sustainable solutions.
Each of these results, derived from different stages of the aforementioned process, significantly contributed to the creation of the organizational design for the San Pablo community. While this design was specifically tailored to local needs, we emphasize that its general aspects can serve as an example for other community-based tourism initiatives in Ecuador and beyond. These findings represent a step forward towards the sustainable and successful development of community-based tourism across the region. Furthermore, the insights offer valuable contributions to the strategic management of tourism and related enterprises, providing a robust and guiding framework for future initiatives benefiting communities and stakeholders involved in the tourism sector.
4.1. Findings from phase one: Discovery and empathy
4.1.1. Needs and/or concerns based on empathy maps.
In this section, we present the results obtained from three empathy maps, each corresponding to a representative: one from the Tourism Department of the local government of El Triunfo, one responsible for tourism management in the San Pablo community, and the host of "La Jungla," the main tourist attraction in San Pablo. All three are considered representatives of San Pablo from different roles within the community. We can see the results of the Empathy Maps in the following Table:
The results from Table 5 provided valuable insights that underscore the importance of considering the perspectives and concerns of local stakeholders in the planning and management of tourism in rural communities. The findings highlight the need to establish close collaboration among the various actors involved in tourism development, including community members, governmental and private organizations, as well as visitors. This collaboration has been identified as a critical factor in achieving sustainable and equitable management of tourism resources within the community.
4.1.2. Identification and classification of stakeholders.
The stakeholders involved in the tourism development of San Pablo were identified as the Local Government of El Triunfo, Cañar, and key individuals within San Pablo’s tourism offerings. With this identification, an analysis of attributes was conducted using the consolidation matrix (see Table 6), based on their participation and cooperation in the community’s tourism activities.
After completing the consolidation matrix, the range calculations were carried out to categorize the actors, which are presented in Table 7 for better visualization.
Once the range was established to classify the different types of involved actors, the obtained results were as follows:
- Latent stakeholders, those who have one of the three attributes: dormant, demanding, and discretionary.
- Expectant stakeholders, those who possess two of the attributes: dangerous, dominant, and dependent.
- Definitive stakeholders, who possess all the attributes.
Thus, the final outcome of this mentioned matrix applied to the case of San Pablo is as follows (Table 8)
In detail, as shown in Fig 2, there are different groups of stakeholders involved in San Pablo’s tourism, indicating that each actor has a distinct impact on tourism development. This suggests the need to take special measures to protect their rights and interests and ensure their participation in the process of organizational design, thereby guaranteeing an inclusive, equitable, and sustainable approach.
4.1.3. Description of stakeholder classification in the stakeholder involvement matrix.
After analyzing the gathered information and evaluating the degree of influence and power of each actor involved in the present study, each actor has been assigned to a specific category based on their level of impact and capacity to affect the project’s development and outcomes.
The following are the resulting categories in which the stakeholders were classified:
Through this section, the importance of classifying stakeholders in the stakeholders’ matrix is emphasized, as it provides a clear and well-structured perspective of the different actors and their roles in the tourism sector. This information (Table 9) is essential for the formulation of successful management and communication strategies, ensuring effective collaboration and well-informed decision-making that significantly contribute to the success of the research.
4.2. Findings of the second phase: Analysis and definition of criteria
4.2.1. SWOT analysis.
To aid in a comprehensive understanding of the SWOT analysis, Table 10 is presented herein.
4.3. Findings of the third phase: Ideation and prototyping
In the "Ideation and Prototyping" phase, concrete ideas were generated based on the responses of the beneficiary representatives and the benchmarking analysis. The focus was on key aspects for organizational design, effective communication channels, strategies to promote collaboration and networking with key stakeholders, resources and support needed to implement and maintain the organizational design, and the measurement and evaluation of its effectiveness in community tourism in San Pablo.
4.3.1. Brainstorming of solution ideas from the perspective of the beneficiaries.
In this section, the importance of constructing an appropriate design for community tourism in San Pablo is highlighted, considering the vision and needs of the beneficiaries themselves (Table 11). By emphasizing these aspects, the significance of a participatory and community-centered methodology is underscored to drive the sustainable development of tourism in the region.
4.3.2. Key aspects for the organizational design of San Pablo.
Considering each beneficiary perspective and the findings detailed in previous sections, it is essential to design an organizational model that involves various stakeholders in the tourism development of San Pablo while considering their interests and needs. This ensures sustainable development and active, collaborative participation of all involved actors. Therefore, it can be inferred that the organizational design should embrace self-organization as its main pillar. This self-organizational model will allow the creation of a collaboration network where all actors can work together to achieve common objectives. Furthermore, being self-organizational allows different actors to have varying levels of participation and collaboration based on their interests, capabilities, and available resources. This promotes inclusivity and prevents the exclusion of certain stakeholders. Another aspect is its natural adaptability and evolution, providing greater responsiveness to environmental changes and enhanced innovation capacity.
For better understanding, a detailed breakdown of constructs is presented in the following Table 12. These constructs align with the prototypes and serve as a comprehensive guide to develop the appropriate organizational design model, allowing San Pablo’s stakeholders to fully grasp the components of the proposed design.
4.3.3. Horizontal structure organizational chart.
The organizational chart presented in Fig 3 has been designed to strengthen tourism in the San Pablo community. The inclusion of a leader and 8 community members, including natural resource owners, delegates for primary and additional tourism activities, and representatives from community committees, allows all stakeholders to be represented and collaborate effectively in the development of community tourism. It’s worth noting that the inclusion of delegates for tourism activities, such as the responsible person for the dining area and another responsible for the marketing of ancestral medicine products, was added to contribute to a more comprehensive and diversified tourism offering in the community. With this organizational structure, a collaborative and coordinated environment is created where each member has a specific role and responsibility, potentially enhancing the quality and sustainability of tourism. Moreover, they have a voice and a vote in the management and benefits of tourism in their area, which can foster their commitment and empowerment.
4.3.4. Self-organization of the members of the new organizational structure.
In a self-organizational structure, roles and functions are less rigid and adapt to the needs of the community. However, it’s still essential to outline responsibilities. Therefore, in Table 13, the specific roles of each member as seen in the organizational chart are presented.
4.3.5. Media and communication channels.
In the context of San Pablo, a community with limited internet access and resources, it’s of vital importance to establish effective and accessible internal communication channels to ensure proper coordination and participation of members in the new organizational structure. The proposed media and communication channels are presented below in the Table 14.
4.3.6. Creation of strategic alliances.
With an organizational structure in place, the San Pablo community can:
- ➢ Identify synergies and collaboration opportunities. Having a clear vision of the stakeholders involved in the community’s tourism development and their respective roles and responsibilities, the San Pablo community can identify opportunities to collaborate and generate synergies among different actors.
- ➢ Develop a network of contacts. The community could establish alliances with nearby tourism communities, tourism businesses, or government agencies for the development of joint projects and programs.
Below is Table 15, illustrating how the San Pablo community can benefit once it establishes a strong collaboration network. As mentioned earlier, these partnerships will not only strengthen the community but also contribute to the formulation of policies and strategies for businesses interested in Ecuadorian community tourism.
4.3.7. Resources and support needed to implement and maintain the proposed organizational design.
- ➢ Formalization of the organizational structure. In Ecuador, community tourism has demonstrated the potential to generate economic income and improve the livelihoods of local communities. However, it has been observed that these communities are often perceived and approached as a homogeneous entity, neglecting the importance of considering their individual voices and cultural diversity (5).
Given this, the importance of establishing a formal organizational structure is recognized. In the case of San Pablo, which has opted for a strategy of self-organized tourism, it may consider forming an Association, Cooperative, or Collaboration, considering the legal process and mandatory requirements for social organizations regulated by the Ministry of Tourism of Ecuador. This will contribute to strengthening social fabric and enable a more comprehensive approach to tourism activities through a robust institutional structure, collaboration among members, and facilitating joint coordination of actions.
- ➢ Collective funding. Funding is a cornerstone for the functioning of any organization, whether it’s an association, cooperative, or collaboration. In the case of San Pablo, where a self-organized approach is adopted, financing refers to the community’s capacity to internally obtain necessary resources, without relying heavily on external funds.
Self-organized financing entails the community’s active engagement in generating income from various local economic sources, including tourism activities. Some options for collective financing for community self-organization could include (see Table 16):
4.3.8. Activity report.
When implementing an organization, it is essential to incorporate an activity reporting system, as this fosters transparency, accountability, communication, and effective planning within the framework of community tourism. Below, in Table 17, the reporting strategies that can contribute to strengthening the development of community tourism in San Pablo can be observed.
4.4. Findings of phase four: Experimentation and validation
During this phase of the process, a meticulous validation test of the organizational design was conducted, encompassing all elements previously identified in the constructs. The main objective was to share this proposal with the members of the San Pablo community and analyze its impact on the development of community tourism in the area.
As detailed in the methodology section of the fourth phase, titled "Experimentation and Validation," the solution was presented in the form of a comprehensive report acting as a manual for the implementation and management of the new organizational structure that encompasses all constructs conceived in the earlier stages of ideation and prototyping. Additionally, a final construct that deserves our attention at this moment was incorporated: the "Measurement and Evaluation of Organizational Design Effectiveness" (Table 18). This final construct underscores the importance of ensuring that an appropriate self-organizational structure fosters a robust development of community tourism in San Pablo.
4.4.1. Measurement and evaluation of organizational design effectiveness.
It’s important to mention that data collection and analysis will be conducted periodically, allowing for the observation of trends and changes over time. The feedback obtained from surveys, opinions, and perceptions will be essential for adjusting, improvements, and adaptations to the organizational design, thus ensuring appropriate strategies based on the obtained results.
4.4.2. Perception and acceptance of organizational design.
Finally, we address the perception and acceptance of the organizational design through five key aspects (Table 19) that encompass everything contributing to the successful implementation of this structure, based on the principles of self-organization and networked collaboration.
These aspects were explored through specific questions directed at the beneficiaries of this study. The resulting assessment provided us with a deeper understanding of how these key elements are perceived and integrated into the organizational design, enriching our understanding of their impact on community tourism, and supporting the successful implementation of this proposal.
In relation to the validation of the organizational design, we conducted a survey consisting of 7 questions targeted at a group of 10 representatives actively involved in tourism activities in San Pablo. We used a 5-point Likert Scale, where 1 represents "Very Poor" and 5 indicates "Very Good." The results obtained from these surveys, administered to key stakeholders in the community’s tourism activities, reveal certain significant patterns.
It’s noteworthy that the highest scores were assigned to aspects related to the organizational design’s ability to foster strategies that promote collaboration and teamwork. Similarly, an outstanding rating was given to the construct related to individual responsibilities of members within the organization. This demonstrates that despite their different roles, all converge toward a common goal: the collective benefit of the community.
A significant, though to a lesser extent, value was also given to the organizational design’s ability to establish partnerships with other stakeholders that would enhance the community’s competitiveness in the national tourism market. Participants greatly appreciated the suitability of the proposed communication channels, deeming them appropriate to meet the specific needs of the organization.
Regarding the aspects that received comparatively lower scores, the contribution to sustainable development stands out. This could be attributed to economic and legal challenges that have not yet been resolved. However, in subsequent discussions, it was emphasized that the presented manual holds considerable value as it guides the community towards effective self-management using available resources.
These results underscore the importance of further strengthening collaboration, promoting understanding of individual responsibilities, fostering strategic alliances, and advancing on the path of sustainable development in tourism activities. The responses provide valuable insights for the continuous improvement of the organizational design and its effective implementation within the context of San Pablo.
5. Conclusion
In summary, this study has addressed the critical need to equip communities with effective tools for the development and management of community tourism in Ecuador. Despite the existence of documents and academic sources highlighting the importance of essential strategic components such as self-organization and territorial networks, a significant gap has been identified in practical knowledge about how to implement and manage these concepts in the specific context of communities, as seen in the case of the San Pablo community. While this community possesses valuable natural and cultural resources, it has faced challenges due to the lack of an effective organizational structure to guide its tourism efforts.
This study has presented a series of key aspects that provide a roadmap for the implementation of a self-organizational design, backed by experts and relevant academic sources. Through the creation of a detailed report and the validation of its constructs, a comprehensive strategy has been outlined to strengthen community tourism in San Pablo and, by extension, in other similar communities.
The obtained results have reaffirmed the necessity to consider the perspectives and concerns of local stakeholders in the planning and management of tourism in rural contexts. The inherent value of close collaboration among individuals involved in tourism development has been underscored. The proposed self-organizational model, supported by academic evidence and internal stakeholders’ acceptance in San Pablo, has the potential to enhance the quality of information and coordination among stakeholders, promoting participation and cooperation.
It’s crucial to highlight that the effective management of a horizontal organizational structure relies on careful member selection and the clear definition of their roles and responsibilities. Open and constant communication among selected members, whether in the form of cooperatives, collaboration, or partnership, is a fundamental pillar for ongoing success. Regular performance evaluation is also essential to drive continuous improvements in community tourism management.
It’s necessary to acknowledge the inherent limitations in any study, and this one is no exception. Despite our efforts to comprehensively address the approaches, some perspectives might not have been fully covered. Among these considerations are unforeseen economic changes or fluctuations in sociopolitical conditions that could influence the viability of community tourism initiatives; the involvement of external stakeholders; and, in the case of other communities seeking to replicate this design, the importance of considering their cultural richness and unique context.
In closing, this study has the potential to generate an impact not only on the San Pablo community but also on the management of tourism strategies by companies and other entities involved in community tourism across Ecuador. The effective implementation of the self-organizational design supported by this research can lead to significant improvements in various aspects. Companies operating in the tourism sector within communities can learn valuable lessons about participatory management and collaborative networking. By adopting approaches that foster collaboration among local stakeholders and the community, companies can benefit from increased local support, sustainable resource utilization, and a more authentic and appealing tourist offering for visitors. Involvement in community tourism initiatives can also enhance corporate image by demonstrating commitment to local and sustainable development.
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