ABSTRACT
This paper examines shifts in governance and management strategies that have occurred in response to endogenous and exogenous pressures on the mountain resort of Whistler, British Columbia. Since its inception in the mid-1970s, Whistler has pursued successive innovative management approaches that have emphasized growth. The most recent approach, integrated comprehensive sustainability planning, reflects a response to reaching the planned limits of resort development and suggests the emergence of a new “corporatist” governance model based on principles of sustainability. However, the complex effects associated with exogenous factors, such as the global economic crisis, hosting the Winter Olympic Games and the increasing political necessity of collaboration with local First Nations (indigenous peoples), raise questions concerning the degree to which Whistler is “locked-in” to the pro-growth model of governance. A path dependency framework is employed to explore and explain Whistler’s evolving forms of governance. While briefly reviewing the earlier pro-growth path of Whistler’s development, particular attention is paid to factors underlying the implementation and continuing challenges of the comprehensive sustainability governance model. Other issues explored include the viability of no-growth governance, the issues surrounding growth limits and the role of “The Natural Step” framework in tourism governance.
