Document Type : Research Paper
Authors
1
Assistant professor, Department of environmental science, Natural resources faculty, Lorestan University, Khorramabad, Iran
2
Professor, Department of environmental science, Natural resources faculty, University of Tehran, Karaj, Iran
Abstract
Extended Abstract
Introduction
In recent decades, tourism has emerged as one of the most significant economic industries globally, serving as a primary source of income and employment in numerous countries. Among the most captivating sectors of the tourism industry that has garnered substantial attention in recent years is water-based tourism. The development of tourism in conjunction with water resources has contributed to reducing the excessive pressure on water extraction, facilitating cultural exchange and raising awareness, providing alternative livelihoods for low-income regions, and enhancing the conservation of water resources. Consequently, the development of tourism not only fosters the growth of this industry but also yields positive outcomes for water management and revenue generation through water-based tourism. Given that the development of water-based tourism in natural ecosystems exerts both positive and negative impacts on various economic, social, and, particularly, environmental dimensions, it is imperative to adopt sound planning strategies. Such strategies should transform potential threats into opportunities and enable the control of adverse effects and consequences. In this context, strategic planning represents a practical process that defines short-term objectives for the near future while simultaneously establishing a long-term vision to achieve overarching goals. Planning for water-based tourism must be designed to minimize damage to these resources. Therefore, profits derived from unsustainable tourism are merely short-lived, inflicting irreparable harm on aquatic ecosystems.
Materials and Methods
In the present study, four categories of strategies, which differ in their degree of activism, were formulated. Accordingly, within the framework of the SWOT matrix analysis, distinct strategic positions were identified: 1) Developmental strategies (SO), which leverage strengths to capitalize on opportunities; 2) Diversification strategies (ST), which focus on better utilizing strengths to mitigate the impact of threats; 3) Participatory strategies (WO), which aim to better utilize opportunities to compensate for weaknesses; and 4) Resilience strategies (WT), which strive to maintain the status quo due to the prevalence of weaknesses and impending threats. The dominant strategic position and prevailing strategies were determined using the Internal-External (IE) Matrix. This matrix is employed to identify the primary strategic position of the region, thereby facilitating the selection of appropriate strategies. These strategies fall into four groups: SO (synergizing strengths and opportunities), WO (compensating for weaknesses using opportunities), ST (reducing the impact of threats using strengths), and WT (understanding key weaknesses and threats to maintain the status quo).At this stage, the dominant strategic position of the region for the specific objective was identified, while the contribution of other strategies was determined through the SWOT radar chart’s occupancy level, with other strategies formulated accordingly. In this study, the Internal Factors Evaluation (IFE) matrix (strengths and weaknesses) and the External Factors Evaluation (EFE) matrix (opportunities and threats) were identified and classified separately according to the dimensions of the PESTEL model. Strategy formulation was conducted through brainstorming, analytical reviews, and the integration of key strategic factors (those with scores above the mean), as well as in alignment with all strategic positions (SO, ST, WO, and WT). Subsequently, the strategies were prioritized based on the opinions of experts and specialists, utilizing the TOPSIS Solver software.
Discussion and Results
According to the results, the total external factors (opportunities and threats) with a score of 0.126 are more than the total internal factors (strengths and weaknesses) with a score of 0.100. The results also indicate that among the internal and external factors, opportunity points with a score of 0.698 have the highest weight. The ratio of strategies in each of the strategic areas also includes 25 percent of the participatory development and empowerment strategy (WO), 30 percent of the comprehensive development strategy (SO), 20 percent of the status quo strategy (WT), and 25 percent of the performance improvement strategy (ST). Therefore, the strategic position of the rivers of the province, considering the percentage allocated to each of the strategies, is equivalent to the "SO" strategy or strengthening and using external opportunities with a focus on strengths. Prioritization of management strategies for rivers in Khuzestan province also showed that the highest strategy with a coefficient of 0.7414 is related to "participatory management of river tourism" and the lowest strategy with a coefficient of 0.2072 is related to "smartening decision-making models for the resilience of water tourism activities".
Conclusions
In the development of river tourism in this province, participatory management and coherent and integrated planning can play a very important role in sustainable tourism development. According to the results obtained, the findings of this research can be used to design policies for the development and expansion of river tourism in the future planning of Khuzestan province; and also help managers and decision-makers to develop an executive guide for tourism and recreational activities in the field of water resources and water facilities. Therefore, water tourism is a strategic opportunity for the growth and development of the national economy, and its success requires participatory management and strategic planning.
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