[雙語翻譯]外文翻譯--主題公園和景點對目的地的社會和經(jīng)濟(jì)可持續(xù)性的貢獻(xiàn)

1、3100 英文單詞， 英文單詞，1.8 萬英文字符，中文 萬英文字符，中文 5500 字文獻(xiàn)出處： 文獻(xiàn)出處：Milman A, Okumus F, Dickson D. The contribution of theme parks and attractions to the social and economic sustainability of destinations[J]. Worldwide Hospitality &a

2、mp; Tourism Themes, 2010, 2(3):338-345.The contribution of theme parks and attractions to the social and economic sustainability of destinationsAdy Milman, Fevzi Okumus and Duncan DicksonAbstractPurpose – The purpose of

3、this paper is to review the contribution made bythistheme issue to the question: how far do theme parks and attractions contribute to social and economic sustainability of destinations? Design/methodology/approach – The

4、paper reviews some of the key contributions emerging from this theme issue.Findings – Theme parks and attractions will continue growing globally. There seem to be many internal and external reasons that may lead to succe

5、ss and failure of theme parks and attractions. It is evident that theme parks and attractions contribute greatly to sustainability of destinations in many areas including investments in infrastructure, job creation, tax

6、revenues, tourism revenues, donations, and community support. However, it is also evident that failure of a theme park may result in a major decline or failure of a destination.Research limitations/implications – It also

7、 emerges that more research is needed into development and management of theme parks and attractions globally.Practical implications – There are many stakeholders in developing theme parks and attractions in destinations

8、. It is essential to ensure active participation, coordination, and support from all stakeholders to ensure that theme parks and attractions deliver intended outcomes. Careful and long-term planning and coordination are

9、necessary to ensure that theme parks and attractions created and managed well so that they contribute to sustainability of destinations.Originality/value – This current theme issue is perhaps one of the first journal iss

10、ues that specifically focus on theme parks and attractions and their impact on destinations. This final paper highlights emerging conclusions from this theme and offers practical and theoretical implications to the theme

11、 park industry.Keywords :Theme parks, Sustainable development, Tourism development, Safety, Corporate social responsibility, Regional developmentIntroductionIn this issue of Worldwide Hospitality and Tourism Themes, we e

12、xamined whether and how theme parks and attractions contribute to the sustainability of destinations. This issue included seven unique papers and the aim of this current paper is to discuss key themes emerging from this

13、issue, provide conclusions and offer recommendations for practitioners and researchers.Emerging themesOverall growth and contribution of the theme park industryAs illustrated by Milman (2010), the theme park industry has

14、 grown rapidly for the last three decades globally with the development variety of parks ranging in size, capacity, products, and entertainment offerings. In 2008, over 186 million people visited the top 25 worldwide par

15、ks uptake of public goods and services, acquiring and developing real estate at the lowest possible cost.Local governments may perceive theme parks as a remedy for quick tourism development. Therefore, they may allocate

16、 large sums of public funds into theme parks hoping that it would result in economic development and environmental protection. However, the intended outcomes may not always be materialized. For example, Kawamura and Hara

17、 (2010) illustrate that banks and local governments supported the construction of theme parks by offering reduced taxes and other administrative blessings in Japan. Some of the developers and borrowers did not have any e

18、xperience of operating theme parks. Kawamura and Hara (2010) conclude that a successful theme park development would surely contribute to local sustainability. In addition, local government and residents would enjoy the

19、external effects of success of the theme park by means of increased tax revenues and wage earning opportunities. On the contrary, a deteriorating theme park situation can force the local governments to consider direct in

20、jection of their support to the theme park.Similar to Kawamura and Hara’s (2010) study, Henderson (2010) also provides interesting findings and discussions about developing visitor attractions and their role in sustainab

21、le destination development with specific reference to two projects in Singapore. Henderson suggests that government officials and investors may prefer large-scale purpose built facilities as new visitor attractions to co

22、ntribute to sustainable destination development. Henderson explains how the government in Singapore has taken the lead in shaping tourism and facilitating realization of its ambitious visions for the future of the city-s

23、tate as a destination. She concludes that the success of new visitor attractions is dependent on a host of factors, some of which are beyond the control of industry stakeholders such as regional or global economic and po

24、litical crises. Commercial results might therefore be disappointing and the effectiveness of official development strategies will be undermined. Partnerships may be necessary within and between the public and private dom

25、ains which can transcend national boundaries so that good working relationships must be forged and due regard given to legal and regulatory frameworks. In addition to positive impacts of new theme parks and attractions,

26、Henderson raises the issue of potential negative economic, social-cultural and ecological impacts of theme parks and attractions on destinations. These may include but not limited to high-entrance fees for local resident

27、s, frictions between visitors and residents, pollution, habitat destruction, waste disposal problems, air and noise pollution, and rising levels of energy and water consumption.Improving existing facilities and adding ne

28、w attractionsTheme park companies often do not just need to invest in improving their existing rides, shows, and facilities but also add new ones. However, such investments can be very costly whereas the expected outcome

29、 from them may be unclear. For example, as noted by Milman (2010), Universal Orlando’s addition of the Simpsons Ride, Hollywood Rip Ride Rocket, and Wizarding World of Harry Potter are estimated to cost between $275 mill

30、ion and $310 million, according to the US Securities and Exchange Commission filings (Daily Mail Reporter, 2009). Recently, Disney has announced that they will renovate and expand the Magic Kingdom’s Fantasyland, which w

31、ill be the biggest expansion of Disney’s oldest and busiest theme park (Garcia, 2010). Cornelis (2010) presents results of an econometric study explaining the variance in theme park visitor numbers and quantifying the ef