Practical Limitations

Beyond the conceptual limitations for ecomuseums, they also face challenges in their daily, practical management roles. Maggi (2006: 63-65) has highlighted key structural problems in training, leadership and continuity of the initiatives. Training is needed for ecomuseum management personnel to improve expertise, but also for interested local community members (Maggi, 2006: 66; Corsane et al., 2007b: 234). It is particularly important on a concept that is still relatively new and requires in-depth knowledge (ibid). A lack of leadership from within the community can also severely limit ecomuseum projects (Murtas & Davis, 2009: 160). Effective community leadership has proven to engage local communities in ecomuseum projects, thus enhancing their chances of success (ibid). In addition, there is the concern of continuity within ecomuseum projects (Maggi, 2006: 63; Murtas & Davis, 2009: 160). In his evaluation of ecomuseums in France, Howard (2002: 69) revealed a loss of “trans-generational interest” in protecting heritage in certain communities. Davis (2006b: 213) similarly agrees, stating, “Perhaps the greatest threat to sustainability in these voluntary organizations is the age and skill profile of the individuals involved, with an urgent need to pass on knowledge to a younger generation”.

Another relevant obstacle to ecomuseum development includes the lack of outside financial assistance (Corsane et al., 2007b: 234; Davis, 2006b: 213). Ecomuseums are “cooperative ventures” that rely on multiple funding sources and often struggle with financial problems (Davis, 2011: 285). Hudson (1996: 19) affirms, “Ecomuseums and near-ecomuseums elsewhere are surviving, often with great difficulty, by frankly admitting that they are in the market-place and by learning the art of getting their money from whatever sources they can, forgetting some of their ‘principles’ in the process”. Corral (2010: 238) also describes how the early stages in ecomuseum development involve expenses predominantly from the public administration, which influences decision making and management from political and civic power leaders.

Furthermore, several authors have identified other key practical limitations for ecomuseums such as establishing a participation framework for stakeholders (Galla, 2002: 74-75), the selection of appropriate collection material to represent a community

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(Davis, 2011: 267), research (Maggi 2006: 66) and a lack of strategic planning (Corsane et al., 2007b: 234). However, in order to avoid the limitations that these challenges may cause to ecomuseum development, Maggi (2006: 66-67) suggests that solutions can be found in networking and international cooperation between ecomuseums for best practice exchange, and the use of self-assessment tools.

3.6 Conclusion

The aim of this chapter was to critically examine the philosophy and practice of ecomuseology. This was done in order to elucidate the concept’s significance in answering the research question of how ecomuseum philosophy can support STD. An extensive assessment of ecomuseum literature was used in analysing ecomuseum history, philosophy and principles. This assessment provided the researcher with considerable guidance in analysing the potential interactions between ecomuseology and ST. For example, the importance placed on stakeholder engagement, community empowerment and recognition of all heritage resources are ecomuseological principles that share the same philosophy and practical guidelines as STD. Furthermore, it also provided the researcher with a framework for designing and executing fieldwork at the study site, which is covered further in the next chapter (four). In particular, this chapter guided the design of the questionnaire and interview questions and allowed the researcher to observe the study site in relation to ecomuseum theory and practice. Also highlighted in this chapter were some of the conceptual and practical difficulties in implementing the ecomuseum ideal. This became especially useful as the researcher discovered the strengths and weaknesses of both heritage management and tourism frameworks at the study site and evaluated the potential for the integration of ecomuseum philosophy. For example, the conceptual limitation of primarily focusing on economic development (Sub-section 3.5.1) as opposed to heritage management was recognised early on and throughout this research project as a potential area of concern due to the study site’s poor economic opportunities (discussed further in Chapters Five through Eight). The next chapter now describes the research strategy and methods used for data collection.

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4 Methodology.

4.1 Introduction

This study aims to investigate how the principles of ecomuseology could support sustainable tourism development in the Rupununi region of Guyana. In order to achieve this aim, a specific research approach and design was selected. It was first necessary to identify potential ‘areas’ within the sustainable tourism framework at the study site where ecomuseology principles could be utilised. This was accomplished by exploring the perceptions of six specific and associated stakeholder groups (Section 2.4). As mentioned in Chapter Two, stakeholder involvement is fundamental in the sustainable development and management of tourism. As a result, understanding their thoughts, experiences and attitudes was integral in the design of this research. The designated methodological approach for this study was selected to critically compare and analyse data collected from fieldwork, with relevant data found in the literature on sustainable tourism and ecomuseology (Chapters Two & Three).

This chapter presents the chosen research approach and design. In particular, it examines the methods used for data collection and analysis. The research approach was selected in relation to the aims and objectives of this study (discussed further below) whilst the research design was configured around the collection and analysis of data. The introduction (Sub-sections 4.1.1 - 4.1.2) for this chapter elaborates on the significance of tourism research involving stakeholder perceptions and indigenous communities. The following section (4.2) then focuses on the overall methodological approach, which incorporates both quantitative and qualitative techniques. Furthermore, it discusses the contextual reasons for selecting a mixed-methods approach, chosen data-collection tools and limitations of this strategy. Section 4.3 reviews the research design including the chosen data groups and respondents, sequential strategy and further limitations before the final section (4.4) examines how the data was analysed.