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ชื่อบทความที่เผยแพร่ Power, Legitimacy, and Urgency of Community-Based Tourism Stakeholders in Northeastern Thailand: A Burden of Doing the Right Thing 
วัน/เดือน/ปี ที่เผยแพร่ 26 มกราคม 2560 
การประชุม
     ชื่อการประชุม Tokyo 12th International Conference on “ Business, Economics, Social Science & Humanities- BESSH-2017” 
     หน่วยงาน/องค์กรที่จัดประชุม Academic Fora 
     สถานที่จัดประชุม Shinjuku New City Hotel 
     จังหวัด/รัฐ Tokyo, Japan 
     ช่วงวันที่จัดประชุม 26 มกราคม 2560 
     ถึง 27 มกราคม 2560 
Proceeding Paper
     Volume (ปีที่) 411 
     Issue (เล่มที่) 12 
     หน้าที่พิมพ์ 19 
     Editors/edition/publisher  
     บทคัดย่อ The paper discusses the inherent nature of Community-Based Tourism (CBT) stakeholder salience namely; power, legitimacy and urgency, and comments on limitations of applying a stakeholder approach in the CBT context. The source material is drawn from a doctoral research fieldwork, undertaken from 2013-2016 in two small farming villages in Northeastern Thailand, which looks into the multiplicity of tourism “endogenous” stakeholders and their community-based management. The two CBT villages selected for the study are Ban Prasat; an archaeological site in Nakhon Ratchasima province, and the ethnic Phu Tai cultural village of Ban Khok Kong in Kalasin province. The study employs a qualitative village-based approach for data collection. Instruments include the use of secondary data, participatory and non-participatory observations and in-depth interviews using semi-structured questions with 40 key informants selected from 5 pre-defined stakeholder groups. Using the modified stakeholder salience framework, an examination is made of the identification of legitimate stakeholders, their interests, and interrelations on CBT management processes. The aspects of the analytical stakeholder framework fall into three categories; power (possession of means to influence the tourism process and decision making), legitimacy (access to demands) and urgency (priority of the demands). The paper is divided into 4 distinctive parts; a brief introduction to theoretical foundations of the research, identification of legitimate stakeholder groups and their relations, characteristics of stakeholder salience and the discussion of its fundamental concepts of “who and what really matters”, and the limitations of applying a stakeholder approach in the CBT context. The explication of stakeholder salience analysis unravels a complex relationship among CBT stakeholder groups, their existing power, and how their action or non-action, as well as the demands of each group, could impact tourism processes and outcomes. Unequal power relations among stakeholder groups were found in both case studies. The most powerful stakeholder or “a definitive stakeholder” is practically the group of village leaders which make up the tourism committee (or CBT leaders), functional (occupational) groups, tourists, and the rest of the village members who take part in the process at the time. The problem with this analysis is that, though it explicates the layers of process dynamics and what the whole process entails (actors and their interactions), the dynamic range is too wide. Stakeholders take various roles, as parts of a formed group, based on member skills. Roles and responsibilities are sometimes allocated on a temporary and contingent basis, according to inclusive and non-hierarchical relationships. All stakeholders are interdependent and inclusive with various issues or demands at stake based on their functional differentiation which is a parameter for their local management. Though decision making is a participatory process, leaders are the most powerful group in CBT as they are in control of tourism resources and regulation. The normative element, which defines how stakeholders should operate, is found to be most critical; especially in relation to moral principles which reflect their ways of thinking about participating in the CBT collective process. This is one impediment of a normative legitimacy that holds a strong faith on morality and quality of leadership in which both attributes are highly subjective, difficult to manage, and arguably another form of power. Furthermore, the nature of the CBT found in this research is a form of social enterprise. Instead of competing and negotiating for their claims of tourism benefits, the CBT stakeholders are, consciously or unconsciously, gravitating toward subtracting from the welfare of others in the community, or the inevitability of a free-rider problem. The application of organization-based concepts in community settings, where interests are not restricted to the specified objectives of such activities, is inherently problematic. Interest overlap and the dynamic range of the stakeholder interrelations found in both CBT communities are too contingent and transitory for the formulation of a unified thought on CBT management. Stakeholder interrelations will change as the environment or setting evolves and as the stakeholders, themselves, make decisions or change their opinions. Acknowledgement of each attribute is a matter of varying perceptions and is socially constructed in practice. Given the commons nature of CBT stakes, the stakeholder framework accentuates leadership dependence and a demand for continuity of collective consciousness; a moral burden laid on the shoulders of all community “legitimate” stakeholders.  
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