D.Lin.D.Simmons Tourism Management 63(2017)315-328 325 6.Conclusions "structuralized inter-network collaboration". Although there are particular factors in JCW/Shenzhen that Conceptually,this study is guided by a theoretical framework could indicate a distinctive new form of public participation in that integrates stakeholder theory,social networking theory,and tourism planning.this case study may represent a broader shift governance theory.Drawing on the example of public participation underway in China.In the first place,it could be argued that public in the planning of the JCW Bed Breakfast Tourism Destination in participation will gain prominence in tourism planning practices the city of Shenzhen in South-eastern China,this paper depicts a over an extended period of time in China.The range of participant picture of the current practice of community and public involve- subjects involved in the JCW case reflects the character of the social ment in tourism planning in Southern China.Empirically.the study economic and political evolution emerging across much of China. uses a qualitative approach based on field visits,documents,and in- The triple pressures of globalization,decentralization and mar- depth interviews to develop an overview of the implementation of ketization have moved China's national policy from its original a planning process of the TDP. prioritization of economic growth towards a recognition of the This study found that public participation has played a signifi- trade-offs between economic and social development.This has cant role in the formulation and implementation of the tourism provided a new policy background for the practices of tourism destination plan in the case study area.The process of creating the planning.This evolution has led to the development of updated plan involved a mix of state and non-state stakeholders,situated at ways of thinking about planning particularly the desire to include different geographical scales of decision-making.They included affected stakeholders within participatory decision-making.In the public authorities,tourism business operators,indigenous resi- context of tourism planning,this has led to questions of how to dents,and independent architects.Non-state stakeholders were integrate effectively local residents into the planning process,and clustered into three main social networks,namely JBBA,RCJ.and in so doing.to provide a broader balance among various interests. reTUMU.These three clusters were connected by two key stake- Secondly.structuralized inter-network collaboration led-by holders:the Planning Team and the SCD,both of which are GON- GONGOs might has the potential to emerge to become the domi- GOs and are endowed with both social and institutional capital. nant future pattern of public participation in tourism planning in Institutional capital was mobilized by structuralized relations via China.As in other countries,tourism has emerged as a key devel- both formal and informal channels (e.g.,leading group meetings opment tool in China (Wu Zhang,2007).The existing institu- and joint meetings).Social capital was mobilized via creative tionalized planning system does not leave space for the effective planning events and activities(e.g.design workshop,on-site in- integration of public participation.Given the globalized nature of vestigations,design competition,one day trip and UABB),which tourism markets,and the localized nature of key tourism destina- established trust,resource sharing and interconnections among tion resources alongside the ongoing increase in globalization it is stakeholders in different networks (Morrison et al.,2004).In this hard to anticipate the retention of solely top-down models of public sense,the GONGOs provided the essential glue in the development participation.What the JCW case-study represents is an intriguing of the destination plan.Thus,the model of structuralized inter- example of participatory pressure exerted by centrally enabled network collaboration can be seen as addressing the essential decentralization networking.The planning teams and the SCD task of ensuring public/community input during the course of emerged as the key stakeholders that held strong connections with destination area planning.That is,this model brings together both institutional authorities yet retained their identities as non- formal regulatory governance and the desires of local residents. governmental organizations.This special position enabled them Applying this mode of public participation holds great potential in a to establish trust relations,independency,reciprocity.resource political context that is framed by a strong central power.Fig.3 sharing and interrelations with other stakeholders.They were also demonstrates how the outcomes of this study were ultimately empowered by institutional capital-to organize and mobilize mapped onto the original framework in this paper's theory section, stakeholders within a systematic program of active public partici- thus illustrating Chinese methods of achieving the model of pation due to the social capital they obtained.The reasons why the State Regulatory Governments ion Z电c Relatio Capital Policy Space of Govemance G annels GONGOS Network Mobllization tal Creative Planning Network Mobilization Social Ca Events/Activtes Social Capital Networks Networks within within Civil Economic Society Internetwork collaboration Domain Fig.3.Structuralized inter-network collaboration in China. Source:authors6. Conclusions Conceptually, this study is guided by a theoretical framework that integrates stakeholder theory, social networking theory, and governance theory. Drawing on the example of public participation in the planning of the JCW Bed & Breakfast Tourism Destination in the city of Shenzhen in South-eastern China, this paper depicts a picture of the current practice of community and public involve￾ment in tourism planning in Southern China. Empirically, the study uses a qualitative approach based on field visits, documents, and in￾depth interviews to develop an overview of the implementation of a planning process of the JTDP. This study found that public participation has played a signifi- cant role in the formulation and implementation of the tourism destination plan in the case study area. The process of creating the plan involved a mix of state and non-state stakeholders, situated at different geographical scales of decision-making. They included public authorities, tourism business operators, indigenous resi￾dents, and independent architects. Non-state stakeholders were clustered into three main social networks, namely JBBA, RCJ, and reTUMU. These three clusters were connected by two key stake￾holders: the Planning Team and the SCD, both of which are GON￾GOs and are endowed with both social and institutional capital. Institutional capital was mobilized by structuralized relations via both formal and informal channels (e.g., leading group meetings and joint meetings). Social capital was mobilized via creative planning events and activities (e.g., design workshop, on-site in￾vestigations, design competition, one day trip and UABB), which established trust, resource sharing and interconnections among stakeholders in different networks (Morrison et al., 2004). In this sense, the GONGOs provided the essential glue in the development of the destination plan. Thus, the model of structuralized inter￾network collaboration can be seen as addressing the essential task of ensuring public/community input during the course of destination area planning. That is, this model brings together both formal regulatory governance and the desires of local residents. Applying this mode of public participation holds great potential in a political context that is framed by a strong central power. Fig. 3 demonstrates how the outcomes of this study were ultimately mapped onto the original framework in this paper's theory section, thus illustrating Chinese methods of achieving the model of “structuralized inter-network collaboration”. Although there are particular factors in JCW/Shenzhen that could indicate a distinctive new form of public participation in tourism planning, this case study may represent a broader shift underway in China. In the first place, it could be argued that public participation will gain prominence in tourism planning practices over an extended period of time in China. The range of participant subjects involved in the JCW case reflects the character of the social, economic and political evolution emerging across much of China. The triple pressures of globalization, decentralization and mar￾ketization have moved China's national policy from its original prioritization of economic growth towards a recognition of the trade-offs between economic and social development. This has provided a new policy background for the practices of tourism planning. This evolution has led to the development of updated ways of thinking about planning particularly the desire to include affected stakeholders within participatory decision-making. In the context of tourism planning, this has led to questions of how to integrate effectively local residents into the planning process, and in so doing, to provide a broader balance among various interests. Secondly, structuralized inter-network collaboration led-by GONGOs might has the potential to emerge to become the domi￾nant future pattern of public participation in tourism planning in China. As in other countries, tourism has emerged as a key devel￾opment tool in China (Wu & Zhang, 2007). The existing institu￾tionalized planning system does not leave space for the effective integration of public participation. Given the globalized nature of tourism markets, and the localized nature of key tourism destina￾tion resources alongside the ongoing increase in globalization it is hard to anticipate the retention of solely top-down models of public participation. What the JCW case-study represents is an intriguing example of participatory pressure exerted by centrally enabled decentralization networking. The planning teams and the SCD emerged as the key stakeholders that held strong connections with institutional authorities yet retained their identities as non￾governmental organizations. This special position enabled them to establish trust relations, independency, reciprocity, resource sharing and interrelations with other stakeholders. They were also empowered - by institutional capital - to organize and mobilize stakeholders within a systematic program of active public partici￾pation due to the social capital they obtained. The reasons why the Fig. 3. Structuralized inter-network collaboration in China. Source: authors D. Lin, D. Simmons / Tourism Management 63 (2017) 315e328 325