Analysis of changing stakeholder behaviour: case study of the consultation process for the Victorian Alpine Resorts 2020 Strategy.

This research explored stakeholder behaviour during the development, implementation and evaluation of the Victorian Alpine Resorts 2020 Strategy. In particular, the research addressed three research questions that related to the key behavioural components and attributes of stakeholder behaviour during consultation and the affect behaviour had on commitment to a tourism strategy. Stakeholders were classified using six stakeholder types (Government/Semi-government, Alpine Resort Management Board, Industry Group, Ski Club, Community-based Organisation, and Individual) and five behaviour groups (allied, cooperative, neutral, competitive, threatening). An examination was made of stakeholder behaviour across the consultation process from engagement in the development of the Strategy to implementation and in attitude toward participating in an evaluation of the Strategy. Behaviour was recorded and factors contributing to changing behaviour analysed. Stakeholders displayed complex behaviour patterns moving between behaviour classifications during and across the consultation process. Stakeholder behaviour and commitment to strategy implementation changed; neutral, competitive or threatening behaviour often led to less commitment to strategy success and higher levels of cynicism in the consultation process. Allied or cooperative behaviour supported strategy development but did not always lead to a commitment to strategy success. Behaviour toward an evaluation of the strategy often reverted to that exhibited during development. The majority of the stakeholders exhibited behaviour changes in both positive and negative directions and key factors in this change were associated with the consultation process itself with varying degrees of disappointment or satisfaction with the content of the final strategy document. However, negative or positive stakeholder behaviour bore no relation to stakeholder commitment to the Strategy. The findings of this study have added the element of behaviour to stakeholder theory and analysis of stakeholders, which is currently limited to describing and identifying stakeholders. Using this understanding a model of stakeholder behaviour has been developed comprising four behaviour groups (allied, disconnected, guarded and neutral), with indicators of behaviour and suggested consultation strategies to encourage more positive responses from stakeholders. The model may facilitate the management of stakeholder consultation processes for positive long-term outcomes, the result of which would be the ongoing support and commitment of stakeholders to strategy or policy development and implementation.