The Role of Organizational Culture in the On-Ground Implementation of Tourism Partnerships in Protected Areas

Abstract

This article explores the influences of organizational culture on rangers' perceptions of tourism management in North Queensland's (Australia) protected areas. This research was undertaken during a time of an increasingly anthropocentric management focus, including the creation of partnership agreements with tourism operators. Qualitative, semistructured interviews revealed that some rangers embraced tourism as an asset to parks, whereas others perceived the industry to be in conflict, or in competition, with the preservation of their areas. The concepts of organizational culture and climate were found to be useful for explaining the di ferences in rangers' perceptions of tourism and for explaining the presence of a distinct subcultural group amongst the rangers interviewed. Poor communication of tourism policy changes between the upper management levels and the on-park rangers had contributed to a loss of goal congruence, infighting, low morale, and an organizational climate in turmoil.