...economy. In New Zealand the importance of sustainability issues has been recognised by central and local government policies, environmental and economic development agencies, and business leaders. Two of the active business groups focusing on these issues are the New Zealand Business Council for Sustainable Development (NZBCSD) and the Sustainable Business Network (SBN). Waikato Management School is working in partnership with both of these key business groups on sustainability projects and events. The aim of these initiatives is to develop and share insights on sustainable economic development and sustainable enterprise success. The Waikato Management School is distinctive in its commitment ‘to inspire the world with fresh understandings of sustainable success’. These fresh understandings will be achieved through our high quality research that can influence policy makers, excellent teaching, through the knowledge and values our graduates take into the workforce, through our continued consulting with business and the outstanding experiences offered to everyone who connects with the School. We see education and research as key factors in enabling New Zealand to be a sustainable nation and sustainability as central to the future of business. Waikato Management School’s Research Programme The School’s research generates world-leading theory and practice-relevant research. The overall aim of the School’s research is to shape management theory, influence...
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...of Management School of Hotel Administration Cornell University December 2003 -1- 1. 1. INTRODUCTION OVERVIEW OF SUSTAINABLE TOURISM AND ECOTOURISM 3 7 7 8 12 15 17 17 20 22 26 27 29 31 32 33 34 36 37 39 39 42 46 55 58 61 64 70 75 77 79 81 SUSTAINABLE TOURISM AND ECOTOURISM COMMUNITY BASED ECOTOURISM THE SCALE OF ECOTOURISM MARKET DEMAND 2. DEVELOPMENT ASSISTANCE FROM DONORS AND AID AGENCIES THE RISE OF DEVELOPMENT ASSISTANCE FOR SUSTAINABLE TOURISM PROJECTS OVERVIEW OF TYPES OF DEVELOPMENT INSTITUTIONS AND ASSISTANCE GOALS AND OBJECTIVES OF DEVELOPMENT AGENCIES AND NGOS THE ROLE OF CONSULTANTS THE PROJECT PROCESS: ANALYSIS AND EVALUATION CONCLUSIONS 3. PRIVATE SECTOR ENTREPRENEURS AND DEVELOPERS PROFILE OF ECOTOURISM ENTREPRENEURS SOURCES OF FINANCING AND CAPITAL STRUCTURE GROWTH, PROFITABILITY AND SUSTAINABILITY: THE ABILITY TO HAVE AN IMPACT CONCLUSIONS 4. 5. HYBRID: NGO VENTURE CAPITAL CASE STUDIES A. INTER-AMERICAN DEVELOPMENT BANK, IADB B. US AGENCY FOR INTERNATIONAL DEVELOPMENT, USAID C. WORLD BANK: LESOTHO D. THE EUROPEAN UNION: SWAZILAND E. WORLD BANK IN SWAZILAND F. THE NATURE CONSERVANCY, TNC G. CONSERVATION INTERNATIONAL, CI H. CONSERVATION CORPORATION AFRICA, CC AFRICA I. TURTLE ISLAND J. MAHO BAY K. KRUGER NATIONAL PARK, MALULEKE COMMUNITY AND MATSWANI SAFARIS 6. CONCLUSION -2- 1. Introduction The focus of this paper is on the different roles played by the donor and NGO community on the one had, and private sector entrepreneurs on the...
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...VIETNAM TOURISM MARKETING STRATEGY TO 2020 & ACTION PLAN: 2013-2015 (PROPOSED) Executive Summary Developed by: European Union funded Environmentally & Socially Responsible Tourism (ESRT) Capacity Development Programme Vietnam Tourism Marketing Strategy To 2020 & Action Plan: 2013-2015 (Proposed) Executive Summary Page 1 © 2013 Environmentally and Socially Responsible Tourism Capacity Development Programme This publication has been produced with the assistance of the European Union funded Environmentally and Socially Responsible Tourism Capacity Development Programme (ESRT). The content of this publication is the sole responsibility of the ESRT programme and can in no way be taken to reflect the views of the European Union. The European Union and ESRT do not guarantee the accuracy of the data included in this publication and accept no responsibility for any consequence of their use. By making any designation of our reference to a particular territory or geographic area, or by using the term “country” in this document, ESRT and the EU do not intend to make any judgements as to the legal or other status of any territory or area. ESRT and the EU encourage printing or copying exclusively for personal and non-commercial use with proper acknowledgement of ESRT and the EU. Users are restricted from reselling, redistributing, or creating derivative works for commercial purposes without the express, written consent of ESRT and the EU. Environmentally...
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...market socialism. The final years of the twentieth century were marked by transitions toward market capitalism in many countries that had been centrally controlled. However, great disparity still exists among the nations of the world in terms of economic freedom. B. Countries can be categorized in terms of their stage of economic development: low income, lower middle income, upper middle income, and high income. Gross domestic product (GDP) and gross national income (GNI) are commonly used measures of economic development. The 50 poorest countries in the low-income category are sometimes referred to as least-developed countries (LDCs). Upper middle-income countries with high growth are often called newly industrializing economies (NIEs). Several of the world’s economies are notable for their fast growth; the BRIC nations include Brazil, Russia, India, and China. The Group of Seven (G7), Group of Eight (G-8), and Organization for Economic Cooperation and Development (OECD) represent efforts by high-income nations to promote democratic ideals and free-market policies throughout the rest of the world. Most of the world's income is located in the Triad, which is comprised of Japan, the United States, and Western Europe. Companies with global aspirations generally have operations in all three areas. Market potential for a product can be evaluated by determining product...
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...Hospitality and Tourism Education and Training A Case Study of Scotland. Geno Trapaidze The Department of Hospitality and Tourism Management University of Strathclyde A thesis submitted in part of the requirements for the degree of MSc in International Hospitality Management September, 2007. ABSTRACT 1 The purpose of this study is to examine the role of education and training and its impact on labour supply to the Scotland hospitality and tourism industry; what are the current issues are there? And how those issues can be minimised? Its also seeks to identify the relation between the customer satisfaction and the service employees via service quality for maintain the growth of the hospitality and tourism industry. It also tries to identify the current labour market issues of the hospitality and tourism sector in Scotland, and how these issues can be minimised. Research will be conducted through five individual interviews. This research should help the hospitality and tourism managers/employers understand the importance of retaining staff. Also it will aim to make educational institutions aware of the gap between the content and the design of their hospitality and tourism courses/degree programmes in relation to industry demand, as highlighted in relation to current labour market issues such as staff turnover rate, retention problems, and the image of the hospitality and tourism industry in Scotland. Key words: Service quality, staff turnover, poor image...
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...part in these while you are with us. Here at the University of Waikato, you will be taught by lecturers who are leaders in their fields of research and who win national teaching awards. We are proud of our academic quality and the fact that we turn out sought-after graduates who go on to take up important roles in all parts of the world. You will already have noticed our beautiful campus which is set in 68 hectares of gardens, green space and lakes. At the heart of it all is the new Student Centre, which was completed in 2011. With its accessible areas, Library services and multitude of facilities, it is a place for students to study or just gather together and we are very proud of this building. In 2011 we celebrated 10 years of another important building, the Gallagher Academy of Performing Arts. This world-class facility was the vision of a group of driven Waikato people. It quickly became a focal point in the campus and continues to be an important venue for the performing arts community. I encourage you to experience all our facilities during your study at Waikato. We are heading towards our 50th anniversary in 2014; you are benefitting from many years of planning, hard work and vision. I sincerely hope you enjoy your time at the University of Waikato; I urge you to make the most of the excellent education, the beautiful setting and the top facilities and then...
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...Communication Technologies in Tourism 2014 eProceedings of the ENTER 2014 PhD Workshop in Dublin, Ireland. January 21, 2014 Preface The advent of Information and communication technology (ICT) has had a paramount impact on tourism. The effects of this revolution continue to change the nature of contemporary tourism on a day-to-day base. The globalization of information, open innovation, better access, collaboration in a generation of information and technological convergence, have all contributed to the design of a new scientific paradigm. Thanks to our passion for research and to the continuous advancements in the technological ecosystem as well as the possibility of better understanding human activity and behavior we are on the threshold of a new era of the social science of tourism. This new social and technological paradigm affects tourism and human mobility in a way that gives the research process unheard-of possibilities. The current level of technological development allows for the construction of objects that are smaller, more intelligent and embedded in the environment and even wearable. These objects, which record and learn our habits are connected to the Internet and they have computing capabilities. They can also be interconnected and generate large quantities of information to benefit the environment in which they are located as well as the travellers that possess them. This gives rise to a new world of interconnected personal machines. This new world involves a convergence...
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...4 Institutions 5 2.2 How do these points relate to management in countries? 6 2.2.1 Management of oil discovery and exploitation in Norway 6 2.2.2 Management of oil discovery and exploitation in Nigeria 6 2.3 Is Uganda's current economy at risk of being cursed? 6 Section 3: Uganda Oil & Gas Policy 8 3.1 Conceptualizing the Oil & Gas Policy Framework 8 3.1.1 Linkages of the National Oil and Gas Policy to the Country’s key policy frameworks 8 3.1.2 Using Finite Resources to Create Lasting Benefits to Society 9 3.1.3 Transparency and Accountability. 9 3.1.4 Competitiveness and Productivity. 9 3.1.5 Capacity and Institution Building 10 3.2 Issues arising in the Oil & Gas Policy 10 3.2.1 Institutional Development 10 3.2.2 Size of oil reserves 10 3.2.3 Oil and Gas revenue management 10 3.2.4 Investment promotion 11 3.2.5 National Participation 11 3.2.6 Public anxiety and expectations 11 3.2.7 Contribution of oil and gas resources to the energy mix 11 3.2.8 Impact of oil and gas activities 12 3.3 Crosscutting Issues 12 3.3.1 Impact on national economy 12 3.3.2 Impact on Land Ownership and Use 13 3.3.3 Impact on the Balance of Payments 13 3.3.4 Impact on National Industry 13 3.3.5 Impact on Fiscal and Monetary Policy 14 3.3.6 Impact on Physical Planning 14 Section 4: Is the policy likely to be effective? 14 4.1 The policies' mitigation of Pitfalls 15 Section 5: Conclusions and Recommendations 17 5.1...
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...Building a stronger, safer BP What’s inside 2011 was a year of recovery, consolidation and change for BP. Our employees worked hard to make BP a stronger, safer company. We recognize there is more to do, but we believe important progress was achieved during the year, and we are clear on our priorities and responsibilities as we move forward. In this Sustainability Review, we look at how we are working to enhance safety and risk management, earn back trust and grow value, following the Gulf of Mexico accident. Stakeholder voices External and internal stakeholders have been essential in shaping this report. Many of their insights and opinions are highlighted here and online. We also include observations and a summary statement from our external assurance provider, Ernst & Young. During our work we interviewed staff responsible for engaging with external stakeholders and reviewed evidence of how information from these dialogues is captured. We have also attended a selection of briefings to investors and two of the roundtable discussions held in 2011 to understand the perspectives of various thought leaders on how BP should evolve its reporting and communications. We noted that stakeholders welcome this dialogue but there remains a desire for more comprehensive reporting on how BP is changing. Ernst & Young Observation Find out more online This Sustainability Review is a summary of information that is expanded upon online. Our website...
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...Innovative Business Practices Innovative Business Practices: Prevailing a Turbulent Era Edited by Demetris Vrontis and Alkis Thrassou Innovative Business Practices: Prevailing a Turbulent Era, Edited by Demetris Vrontis and Alkis Thrassou This book first published 2013 Cambridge Scholars Publishing 12 Back Chapman Street, Newcastle upon Tyne, NE6 2XX, UK British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Copyright © 2013 by Demetris Vrontis and Alkis Thrassou and contributors All rights for this book reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. ISBN (10): 1-4438-4604-X, ISBN (13): 978-1-4438-4604-2 TABLE OF CONTENTS Chapter One ................................................................................................. 1 Knowledge Hybridization: An Innovative Business Practices to Overcome the Limits of the Top-Down Transfers within a Multinational Corporation Hela Chebbi, Dorra Yahiaoui, Demetris Vrontis and Alkis Thrassou Chapter Two .............................................................................................. 17 Rethinking Talent Management in Organizations: Towards a Boundary-less Model Carrie Foster, Neil Moore and Peter Stokes Chapter Three .......
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...Professional Training Year at THE EUROPEAN PARLIAMENT Report submitted by Paul Preda Voicu URN: 6183487 In part fulfilment of the requirements for the award of the Degree of BSc (Honours) in International Hospitality and Tourism Management School of Hospitality and Tourism Management University of Surrey 2014 Table of Contents List of tables and figures 4 Acknowledgements 5 List of Abbreviations 6 Section A. Organisation evaluation 8 The Executive Summary 8 The Placement Overview 9 1. The Evaluation of the EP’s activities 10 1.1 The EP format 11 1.2 The History of the EP 11 1.3 Geographical Locations and Facilities 12 2. The People 16 2.1 Visions and Strategies 16 2.2 Institutional structure and management 16 2.2.1 External structure 16 2.2.2 Internal Structure 17 2.3 Management of the EP 21 2.3.1 EP’s Political management 21 2.3.2 EP’s Organisational management 22 2.3.3 EP’s Communication Management 23 2.4 Staffing, recruiting and training 24 2.4.1 Staffing 24 2.4.2 Recruiting 27 2.4.3 Training 27 3. The Numbers 27 3.1 Strict rules for efficient and transparent budget implementation 32 3.1.1 Separation of functions 32 3.1.2 Use of standard documents 32 3.2 Controls of the budgetary procedure 32 3.2.1 Internal controls 33 3.2.2 Internal audits 33 3.2.3 External controls 33 4. Evaluation and conclusion 34 4.1 SWOT analysis 34 4.2 Conclusions 35 Section B. Personal and professional development 36 ...
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...Public Relations Cases This collection of contemporary international public relations case studies is an invaluable resource for teachers, researchers and students working in public relations, corporate communications and public affairs, as well as offering practitioners an indepth understanding of the effective use of public relations in a range of organizational contexts. Including cases from the UK, Norway, Sweden, Spain, South Africa, Canada and the USA, with a focus on such global corporations as Shell, BBC America, Worldcom, PriceWaterhouseCoopers and Marks & Spencer, it offers important insights into the development of public relations and communications strategies. These include: • • • • • • • • Corporate identity change and management Global reputation management Crisis management in the oil, shipping and tourism industries Developing strategic alliances between voluntary and private sector organizations Public relations support for international branding and market entry The importance of internal communications during international mergers The integration of public relations and marketing communications Business-to-business communication The cases examined in this book demonstrate the breadth of contemporary public relations practice and the increasing importance of the public relations function in both public and private sector organizations worldwide. Danny Moss is Co-Director of the Centre for Corporate and Public Affairs at the Manchester Metropolitan University...
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...in partial fulfillment of the requirements for the Master of Environmental Management degree in the Nicholas School of the Environment and Earth Sciences of Duke University 2006 ACKNOWLEDGEMENTS ﻷﺟﻞ أهﻠﻲ First, I thank Allah for making my research successful and rewarding. Next, I would like to thank my dear family for their generous, unwavering support and encouragement. Finally, I would like to thank the Student International Discussion Group and the Environmental Internship Fund at the Nicholas School of the Environment and Earth Sciences at Duke University for funding my research. -2- ABSTRACT In the United Arab Emirates, Dubai is building three colossal artificial islands— each in the shape of a palm tree—in the Arabian Gulf. This has prompted several other Gulf countries to construct artificial islands. To determine the impacts of the first of these Palm Islands, The Palm Jumeirah, I traveled to Dubai and interviewed governmental agencies, environmental groups, and the developer’s environmental scientists. I analyzed the island’s impacts on marine wildlife as well as the developer’s mitigation efforts and the developer’s compliance with the relevant environmental laws. The Palm Jumeirah has buried and asphyxiated wildlife, increased turbidity, and changed the alongshore sediment transport. It has also created habitat along its rocky breakwater and within its lagoons. The developer has implemented several environmental mitigation measures, and has generally adhered...
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...SUSTAINABILITY REVIEW 2013 This page has been intentionally left blank TABLE OF CONTENTS Page Introduction Governance − − − − Corporate Governance Business Resilience Group Security Group Risk and Audit 2 4 4 9 10 11 13 15 19 22 31 38 45 49 56 57 Stakeholder Engagement Financial Safety and Health Customer People Environment Procurement Community Measures Glossary The Group Strategy, supported by environment, procurement and community strategies, underpins the identification and reporting on material items. To support the Group’s core goal of delivering sustainable returns to shareholders, areas of focus are used to measure, monitor and report on the Group’s performance. Areas of focus and measures are reviewed and updated to ensure that they remain relevant. The Group Strategy drives sustainable outcomes Governance Corporate governance is core to ensuring the creation, protection and enhancement of shareholder value. Stakeholders We are committed to communicating effectively with our stakeholders. Financial Safety and Health To be recognised as the world’s leading airline group in air, ground and people safety and health. Customers Our Customers are the core of everything we do. The Group is continually striving towards providing exceptional customer experiences. Vision We strive to build a strong viable business capable of delivering sustainable returns to shareholders. Focus Qantas Sustainability...
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...the organisational context using the course materials to show how the issue has arisen, and the impact that it has. (40% of the marks) b) Based on your analysis, develop your recommendations and an outline plan to address the issue to improve organisational performance with clear justification for your proposed approach. (20% of the marks) c) Identify the benefits that you expect to achieve from your recommendations and how these might be measured to know if the benefits have been achieved. Include theories and models from the course materials to support your expectations of the potential benefits. Also identify any major risks that might jeopardise the success of your recommendations. (30% of the marks) d) You should finish your assignment with a reflective statement that includes: – how insights from your elective pathway have influenced your choice of issue and impact on your analysis, recommendations and expected outcomes or your thinking about managing people – the value that you have gained from undertaking the task and module in your appreciation of the contribution of people to performance in your organisation and that of your current role – what you have learned about yourself and how you learn from undertaking this module. (10% of the marks) NB: You may choose to answer this question for your organisation as a whole or for a business unit, division or...
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