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Has files: YesSubject: search.filters.subject.370000 Studies in Human Society

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    Reconciling tourism, cultural change and empowerment in a Tibetan host community
    (Massey University. Centre for Indigenous Governance and Development, 2006) Dombroski, Kelly
    Tourism to Tibetan regions has become increasingly popular amongst Westerners in the last few decades, as interest in Tibetan culture and religion has grown. This interest in things Tibetan has combined with the literature on development and tourism in indigenous communities to result in a conceptualisation of Tibetan culture as a fragile cultural relic that must be preserved and protected from outside influences. However, the indigenous Tibetan communities of Western China’s Jiuzhaigou National Nature Reserve have told a different story of their experiences with tourism and development. Mass tourism in Jiuzhaigou has in fact been harnessed for community development and cultural revitalisation through local women’s communal businesses. Yet their development and empowerment has been to some extent bittersweet, as the women fear that their decision to use tourism revenue to offer their children choice through the Chinese education system may ultimately erode their traditional culture. The dilemma for the people of Jiuzhaigou is similar to that for many indigenous groups: how can a desire to preserve traditional culture be reconciled with a desire to empower the next generation?
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    The music of organising: Exploring aesthetic ethnography
    (Massey University. Department of Management and International Business, 2006) Bathurst, Ralph
    Through a discussion of Ingarden’s phenomenology, this paper proposes an aesthetic ethnographic methodology. Aesthetic ethnography enables the researcher to view organisations as if they are works of art. This involves observing the continual oscillation between order and chaos, a quality Schiller terms as the play impulse. The shifts in focus from naïve outsider (Emotional Attachment) to critical insider (Cognitive Detachment) and then to informed outsider (Integrated Synthesis) are explored, followed by a case study of a symphony orchestra undergoing governance change.