Delamere 1997 Reid 2006 Petrosillo Zurlini
Grato and Zaccarelli 2006).
The literature indicates that clusters require leadership to grow and that direction can originate from
government, as well as from the private sector (Pavlovich, 2003; McLennan, 2005). One occurs when tourists are
attracted to the unspoiled nature of a destination, but their increasing visitation transforms the destination
and traditional lifestyle into a more urban or globalised one (Bruner, 1991; Dahms and McComb, 1999; Agarwal,
2002; Zhong, et al. These studies have often been undertaken for two primary
reasons: to overcome barriers to successful and sustainable tourism development (commonly termed
paradoxes) and to provide insight into the level of impact tourism has on the community (Diedrich and Garcia-
Baudes, 2009). This paper reports on a preliminary investigation into social
values and perceptions of tourism and economic development in the case study of Toowoomba, Australia. , 2007; Gartner, 200
).
Paradoxes often occur if tourism is adopted simply for the economic benefits it can provide, such as
employment opportunities, increased income and standards of living and improvements in infrastructure
(Archer and Cooper, 1998; Lindberg, 2001; Liu and Var, 1986; Allen, Hafer, Long and Perdue, 1993) as it can also have
negative impacts, such as inflation, leakage of tourism revenue, changes in value systems and behaviour,
crowding, littering and water shortages (Buckley, 2001; Ceballos-Lascurain, 1996; Mathieson and Wall, 1982).
Institutions and perceptions are an important element of transformation (Mwangi, 2006), so it is appropriate
that the dynamics of tourism transformation have been frequently investigated using resident perceptions of
the industry (Allen, Long, Perdue and Kieselback, 1988; Andereck, Valentine, Knopf and Vogt, 2005; Andriotis,
2005; Ap, 1992; Belisle and Hoy, 1980; Besculides, Lee and McCormick, 2002; Harrill, 200
; Horn and Simmons, 2002;
Johnson, et al. This paradox, however, does not occur consistently and often
development is deliberately cultivated by the community (Gonen, 1981). As the transformation process is
intertwined with human institutions, a detailed model of the process must consider both structure and
institutions; yet many structural models omit institutional factors and this has been considered their greatest
weakness (Williamson, 2000).
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