D.Lin.D.Simmons Tourism Management 63(2017)315-328 321 Table 2 Research questions In what ways is public participation in tourism destination planning What does the governance of tourism planning in the case study area involve? formalized in the case study area? Which stakeholders are involved? How are those different stakeholders involved and networked into a system that allows for participation in the planning process? What does the case study reveal about the broader context for public participation in tourism planning in China? How might the Chinese study contribute to the theory of public participation in tourism planning? Source:authors research group served as external auditors in assessing the bright future.We therefore believe that it might be wise to dependability and confirmability of the findings. preserve what is already there rather than making something totally new". 5.Research results and discussions (Interview,SMGO no.1,2015) 5.1.Planning governance within the regulatory hierarchy In its early stage,the JCW was a tourist destination formed by 5.2.Non-state stakeholders within networks the bed and breakfast (B&B)operators,who worked from the bottom up with little governmental intervention.Conversations 5.2.1.Tourism business operators and the JBBA-led network with city-level officials reveal that the involvement of public au- Almost all of the interviewees agreed that tourism business thorities in the planning and management of the JCW aimed to operators acted as an important stakeholder group in the JTDP.As support its success as a tourism destination,which has emerged to noted by one governmental official in his interview,the expected be the "name card"for tourism development on the DaPeng objectives of the JTDP defined the significant role of business op- Peninsula."While its market value becomes increasingly prominent, erators in the planning process. its negative externalities,on the other hand,are becoming obvious.The "The whole planning process seems to be closely linked with city municipal government thus actively intervened in the planning those operators:no matter whether it is about the provision of and management of the destination"(Interview,SMGO no.5,2015). Public authorities relevant to the jTDP include the Urban Plan civil infrastructure,or about the organization of destination tourism products,or about the rebuilding of original houses". ning and Land Resources Committee of Shenzhen Municipal Gov- ernment (UPLRC),the Dapeng District Management Committee (Interview,SMGO no.4,2015) (DDMC).and Dapeng District Pengcheng Community (DDPC). These authorities formed a three-level management hierarchy that involved city,district,and community scales.At the city scale,the In combination with on-site investigations,we found this UPLRC is the most central actor by virtue of its responsibility for "business operator group"a heterogeneous concept:B&B opera- tors,restaurant and bar owners,sports clubs operators and other formulating and approving the development plans of the entire area on behalf of the city municipal government.The UPLRC has service providers were involved,with B&B operators playing a two directly involved sub-departments:the urban regeneration major role.These operators came mainly from outside the JCW. office and the land planning and supervising department.The Interviews with business operators uncovered three main factors former is responsible for the work plan and for supervising its that encouraged them to get involved into the planning decision- implementation;the latter is mainly responsible for land surveying. making process.The first factor was "profit-making".Some B&B mapping and documenting.The DDMC is the power center at the operators suggested in the interviews that "JCW is recently mainly district scale.Among its subordinated departments,the working relying on the development of B&B to attract tourists,the function of which may be too simple to maintain a sustainable development of the office and planning supervision team played the most significant role in the JTDP.At the other end of the power spectrum is the area"(Interview,ES no.4,2015).Instead,what the B&B operators DDPC,which is subordinate to the guidance of the DDMC and in- had expected was to "introduce multiple industries into the area through planning arrangements,for instance,creative art zones,high- cludes the Dapeng Community Working Committee and the Pen- gCheng Branch of Community Party. quality resorts,more cafeterias etc.,and thus to promote the attrac- tiveness of the /CW(Interview,ES no.6,2015). However,the intervention of the three-scale regulatory hierar- chy in the JCW does not premise the top-down delivery of the JTDP. The demand for infrastructure improvements was another as there is a commitment to integrating all relevant stakeholders reason for B&B operators to be involved.Some of the operators had into the process.As mentioned by one of the interviewees,at the realized that"the inadequate provision of public services like public early stage of governmental intervention,"the media has questioned parking,the absence of tourist centers and focal points,and the whether the TDP would become another chance for the real estate management of coastal shops are affecting the BB business to varying degrees"(Interview,ES no.3,2015).Such recognition drew developers to take over new territories"(Interview,SMGO no.1,2015). Even though the initial intention of the government was to their attention to whether infrastructure,e.g.,power supply. reconstruct the whole area,this changed after a site investigation sewage treatment and the supply of gas pipelines,could be improved through the plan. by the Vice Major,who noted that "JCW has been spontaneously The regeneration of the built environment was the third shaped by the market.What the goverment should do is to guide and support such development"(Interview,SMGO no.1,2015)from the dimension of business operators'engagement.Most of the opera- perspectives of both a provider of public goods and a public tors were renting local houses to run their businesses.Therefore, they wanted to renovate those houses to attract more tourists and regulator. stimulate long-term development.But "there is a constraint,that is, "The geographical superiority.the abundant ecological re- (we have)no property rights,no legal status to do so"(Interview,ES sources.and the thriving of the B&B(sector).all may promise a no.3,2015).Operators who wanted to rebuild houses"could only doresearch group served as external auditors in assessing the dependability and confirmability of the findings. 5. Research results and discussions 5.1. Planning governance within the regulatory hierarchy In its early stage, the JCW was a tourist destination formed by the bed and breakfast (B&B) operators, who worked from the bottom up with little governmental intervention. Conversations with city-level officials reveal that the involvement of public au￾thorities in the planning and management of the JCW aimed to support its success as a tourism destination, which has emerged to be the “name card” for tourism development on the DaPeng Peninsula. “While its market value becomes increasingly prominent, its negative externalities, on the other hand, are becoming obvious. The city municipal government thus actively intervened in the planning and management of the destination” (Interview, SMGO no. 5, 2015). Public authorities relevant to the JTDP include the Urban Plan￾ning and Land Resources Committee of Shenzhen Municipal Gov￾ernment (UPLRC), the Dapeng District Management Committee (DDMC), and Dapeng District Pengcheng Community (DDPC). These authorities formed a three-level management hierarchy that involved city, district, and community scales. At the city scale, the UPLRC is the most central actor by virtue of its responsibility for formulating and approving the development plans of the entire area on behalf of the city municipal government. The UPLRC has two directly involved sub-departments: the urban regeneration office and the land planning and supervising department. The former is responsible for the work plan and for supervising its implementation; the latter is mainly responsible for land surveying, mapping and documenting. The DDMC is the power center at the district scale. Among its subordinated departments, the working office and planning supervision team played the most significant role in the JTDP. At the other end of the power spectrum is the DDPC, which is subordinate to the guidance of the DDMC and in￾cludes the Dapeng Community Working Committee and the Pen￾gCheng Branch of Community Party. However, the intervention of the three-scale regulatory hierar￾chy in the JCW does not premise the top-down delivery of the JTDP, as there is a commitment to integrating all relevant stakeholders into the process. As mentioned by one of the interviewees, at the early stage of governmental intervention, “the media has questioned whether the JTDP would become another chance for the real estate developers to take over new territories” (Interview, SMGO no.1, 2015). Even though the initial intention of the government was to reconstruct the whole area, this changed after a site investigation by the Vice Major, who noted that “JCW has been spontaneously shaped by the market. What the government should do is to guide and support such development” (Interview, SMGO no.1, 2015) from the perspectives of both a provider of public goods and a public regulator. “The geographical superiority, the abundant ecological re￾sources, and the thriving of the B&B (sector), all may promise a bright future. We therefore believe that it might be wise to preserve what is already there rather than making something totally new”. (Interview, SMGO no.1, 2015) 5.2. Non-state stakeholders within networks 5.2.1. Tourism business operators and the JBBA-led network Almost all of the interviewees agreed that tourism business operators acted as an important stakeholder group in the JTDP. As noted by one governmental official in his interview, the expected objectives of the JTDP defined the significant role of business op￾erators in the planning process. “The whole planning process seems to be closely linked with those operators; no matter whether it is about the provision of civil infrastructure, or about the organization of destination tourism products, or about the rebuilding of original houses”. (Interview, SMGO no.4, 2015) In combination with on-site investigations, we found this “business operator group” a heterogeneous concept; B&B opera￾tors, restaurant and bar owners, sports clubs operators and other service providers were involved, with B&B operators playing a major role. These operators came mainly from outside the JCW. Interviews with business operators uncovered three main factors that encouraged them to get involved into the planning decision￾making process. The first factor was “profit-making”. Some B&B operators suggested in the interviews that “JCW is recently mainly relying on the development of B&B to attract tourists, the function of which may be too simple to maintain a sustainable development of the area” (Interview, ES no. 4, 2015). Instead, what the B&B operators had expected was to “introduce multiple industries into the area through planning arrangements, for instance, creative art zones, high￾quality resorts, more cafeterias etc., and thus to promote the attrac￾tiveness of the JCW” (Interview, ES no. 6, 2015). The demand for infrastructure improvements was another reason for B&B operators to be involved. Some of the operators had realized that “the inadequate provision of public services like public parking, the absence of tourist centers and focal points, and the management of coastal shops are affecting the B & B business to varying degrees” (Interview, ES no. 3, 2015). Such recognition drew their attention to whether infrastructure, e.g., power supply, sewage treatment and the supply of gas pipelines, could be improved through the plan. The regeneration of the built environment was the third dimension of business operators' engagement. Most of the opera￾tors were renting local houses to run their businesses. Therefore, they wanted to renovate those houses to attract more tourists and stimulate long-term development. But “there is a constraint, that is, (we have) no property rights, no legal status to do so” (Interview, ES no. 3, 2015). Operators who wanted to rebuild houses “could only do Table 2 Research questions. In what ways is public participation in tourism destination planning formalized in the case study area? What does the governance of tourism planning in the case study area involve? Which stakeholders are involved? How are those different stakeholders involved and networked into a system that allows for participation in the planning process? What does the case study reveal about the broader context for public participation in tourism planning in China? How might the Chinese study contribute to the theory of public participation in tourism planning? Source: authors D. Lin, D. Simmons / Tourism Management 63 (2017) 315e328 321