Abstract

Some ski resorts are shifting their business models from winter-only snow-based activities to year-round tourism. This may be happening as a result of climate change or because of a change in recreationists' behaviour, amongst other causes. Using destination governance as a theoretical framework, this research sought to understand factors that allow such business shifts, as well as the impacts of such shifts on forest management in the areas surrounding the ski resorts. Four case studies in British Columbia were chosen: Whistler, Sun Peaks resort, Hemlock Valley resort and Mount Washington resort. In each case, opinions of stakeholders were collected through semi-structured interviews and the data were analyzed by a method inspired by grounded theory and thematic analysis. The strength of the communities and their incorporation into resort municipalities were identified as critical factors allowing a shift from winter-only to all-season to happen in a ski resort. Forestry practices were affected by the shift because of a change in management values towards more recreation and aesthetic values. An increase in the number of stakeholders with varied vested interests in forest management was believed to have resulted in improved destination management and leadership. The quality of life of shifted communities increased and was linked to a more environmentally friendly approach to land stewardship. This research contributes to overall research on destination governance and leadership. Management implicationsThe experiences in Canadian resorts show that forest management around mountain resorts require new priorities. Three aspects are crucial:•A shift in seasonal management considering outdoor recreation all year round.•A lesser focus on extraction maintaining visual values.•An inclusion of more stakeholders in the management system supporting self-regulation mechanisms in land stewardship and enhancing the quality of life of the residents.

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