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This paper explores the theme of strategic planning in a Slate Tourism Organization (STO) from a knowledge management perspective. It highlights the value of knowledge in strategy making and the importance of an organisation's knowledge management agenda in facilitating a strategic planning process. In particular, it considers the capability of an STO to implement knowledge management as the key to a successful strategic planning exercise. In order to develop greater insight into the factors that impact on planning competence, the key aim of this paper is to develop a framework on which the capability of a STO to implement a knowledge-based agenda in strategic planning can be assessed. Research on knowledge management in the field of tourism is limited and there is little practical account of the application of knowledge management principles in tourism planning. Further, there is no apparent tool or instrument that allows lot the assessment of an STO's capability to implement knowledge management in planning initiatives. Based on a literature review, a three-point framework of assessment is developed. The three elements of the framework are identified as: 1. Integration of knowledge management objectives with strategic imperatives: 2. A planning approach that balances top-down (outcome focused) with bottom-up (process focused) planning processes: and 3. Organisational capacity, including leadership, people and culture, process, technology, content and continuous improvement. The framework is tested through application to a practical case study--a planning initiative undertaken by a leading tourism STO in Australia. The results demonstrate that the framework is a useful means to evaluate organisational capability in knowledge-led strategic planning exercises and would be of practical value as a point of reference for future knowledge-based strategic planning projects. [ABSTRACT FROM AUTHOR]

This paper examines issues involved in the definition, creation, and use of knowledge about the Chinese outbound market. It provides an initial view of the type of knowledge required by tourism managers in Australia, some suggestions about where this knowledge is available, or how it may be produced, and identifies issues in sharing that knowledge between tourism industry members and between academics and the industry. [ABSTRACT FROM AUTHOR]

The article explains why the Association of Southeast Asian Nations (ASEAN), Australia and India need to cooperate with each other. Factors that drive the interdependence of ASEAN, Australia and India include the following, the changing dynamics of regional organization, increasing transnational threats and risks and the growing regional influence of China. Although still unbalanced, the ASEAN-Australia-Indian triad shows some degree of cooperation with regards to the realms of security.