Published date: Mar 15 2022

Journal Title: KnE Social Sciences

Issue title: 2021 Annual Conference of Indonesian Association for Public Administration

Pages: 336–349

DOI: 10.18502/kss.v7i5.10561

Ardiyansah .ardi.farzana@gmail.comDepartment of Public Administration, Universitas Diponegoro

Naili FaridaDepartment of Business Administration, Universitas Diponegoro

Hardi WarsonoDepartment of Public Administration, Universitas Diponegoro

Kushandajani .Department of Government and Political Science, Universitas Diponegoro

Developing countries in the Asian region use cultural tourism to boost their economies. One of the traditional village tours on the island of Java that still upholds ancestral values is that of the Baduy indigenous people. The development of Saba Budaya Baduy involves collaboration between the government, the private sector and universities, but the form of cooperation that is carried out is not optimal and involves a pattern of asymmetry or imbalance in the roles of each stakeholder. This study aimed to analyze the role of stakeholders in the development of Saba Budaya Baduy. A qualitative approach was used and interviews were conducted with the Baduy indigenous people and other stakeholders. The results demonstrated that there were different levels of roles in stakeholders. Based on the category groups, the government was the key stakeholder; businesses, universities, and the Baduy indigenous people were the primary stakeholders; and NGOs and the mass media were secondary stakeholders. The government element was in quadrant I (key players); elements of academics, the private sector, and indigenous people were in quadrant II (context setters); NGO elements were in quadrant III (subjects); and elements of mass media were in quadrant IV (crowd). Relationships with the government could involve complementarity and cooperation. The relationship between the government and the private sector could take the form of conflict, complementarity, or cooperation. The relationship between the government and universities could involve complementarity or cooperation. Relations with NGOs could take the form of cooperation. The relationship between the government and mass media could involve complementarity or cooperation, and the relationship between the government and indigenous people could be in the form of conflict, complementarity, or cooperation.

Keywords: stakeholder analysis, Saba Budaya Baduy, Baduy indigenous people

[1] Pitana IG. Pariwisata wahana pelestarian kebudayaan dan dinamika masyarakat Bali. Universitas Udayana; Bali. 2002.

[2] Weaver D, Lawton L. Tourism management. 55th ed. John Wiley & Sons Australia; New Jersey. Ltd; 2014.

[3] Marcello M, Mariani WC, Buhalis D, O. Vitouladiti. Tourism management, marketing, and development. Palgrave Macmillan; London. 2016.

[4] Jansen-Verbeke M, Russo AP. Innovative research on the spatial dynamics of cultural tourism. Nova Science Publishers; New York. 2008.

[5] Fletcher C, Pforr CBM. Factors influencing Indigenous engagement in tourism development: An international perspective. Journal of Sustainable Tour. 2016;24(8– 9):1100–1120.

[6] Dewantara MH. Pemberdayaan masyarakat dalam pengembangan wisata kampung baduy, banten. Journey. 2019;2(1):35–54.

[7] Leavy P. Research design quantitative, qualitative, mixed methods, arts-based, and community-based participatory research approaches. The Guilford Press; New York. 2017.

[8] Creswell. J.W. and Creswell, J.D.. Research design qualitative, quantitative, and mixed methods approaches. 5th ed. Sage Publications; New York, Inc; 2018.

[9] Trent A, Cho J. The Oxford handbook of qualitative research. Leavy P, editor. Oxford University Press; Oxfordshire 2014. Evaluating qualitative research.

[10] Bryson JM, Crosby BC, Bloomberg L. Public value governance: Moving beyond traditional public administration and the new public management. Public Administration Review. 2014;74(4):445–456.

[11] Freeman ER. A stakeholder approach to strategic management. Mansfield, ed. 1984.

[12] Grimble R. Stakeholder methodologies in natural resource management. Natural Resources Institute; London. 1998.

[13] Schwilch G, Bachmann F, Valente S, et al. A structured multi-stakeholder learning process for sustainable land management. Journal of Environmental Management. 2012;107:52–63.

[14] Brugha R, Varvasovszky Z. Review article stakeholder analysis: A Review. Health Policy and Planning. 2000;15(3):239–246.

[15] Reed SM, Graves A, Dandy N, et al. Who’s in and why? A typology of stakeholder analysis methods for natural resources management. Journal of Environmental Management. 2009;90:1933–1949.

[16] Crosby BL. Stakeholder analysis: A vital tool for strategic managers. USAID’s Implementing Policy Change Project. 1991;2:1–19.

[17] Dunn WN. Pengantar analisis kebijakan public. 2nd ed. Darwin M, editor. Gadjah Mada University Press; Yogyakarta. 2003.

[18] Lienert J, Schnetzer F, Ingold K. Stakeholder analysis combined with social network analysis provinsiides fine grained insights into water infrastructure planning processes. Journal of Environmental Management. 2013;125:134–148.

[19] Eden C, Ackermann F. Making strategy: The journey of strategic management. Sage Publication; New York. 1998.

[20] Ackermann F, Eden C. Strategic management of stakeholder: Theory and practice. Long Range Planning. 2011;44:179–196.

[21] Wang J, Aenis T, Siew TF. Communication processes in intercultural transdisciplinary research: Framework form a group perspective. Sustainability Science. 2019. https://doi.org/https://doi. org/10.1007/s11625-019-00661-4