Tourism by design or default? aligning practice with tourism governance in Goa

Abstract

Tourism governance in developing countries frequently faces fragmented institutional structures, policy inconsistencies, and limited stakeholder engagement, which impede sustainable destination development. The study examines the governance structures and policy frameworks for tourism planning in Goa, India. The study uses a qualitative, longitudinal case study design. The findings reveal that tourism governance in Goa has evolved through four strategic phases: visioning, venturing, planning, and learning, each shaped by shifts in economic policy, markets, and political leadership. While government-led strategic planning dominated the early phases, later decades saw the emergence of strategic venturing and strategic learning processes. However, governance remains challenged by inconsistent stakeholder participation, weak local government autonomy, and a lack of strategic visioning in policy formulation. The study makes a theoretical contribution by integrating governance theory, Mintzberg's strategic typologies, and evolutionary approaches to assess long-term governance trajectories. It provides practical insights for aligning policy design with local needs, promoting collaborative governance for building resilient tourism systems.