Ecotourism and Certification: Confronting the Principles and Pragmatics of Socially Responsible Tourism

Many ecotourism proponents advocate certification as a means to distinguish legitimate ecotourism from counterfeit ‘greenwashed’ products. This paper discusses efforts by certification advocates operating in global arenas to generate standards for measuring compliance with one dimension of widely accepted definitions of ecotourism, the stipulation that it should provide benefits to local communities. The paper then presents an ethnographic case study from Belize that reveals disagreements among ecotourism stakeholders in Belize and between them and international experts about the meaning of several key terms: who should count as ‘local’, what should count as ‘participation’ by locals, and what constitutes a ‘benefit’ to local communities. The author argues that divergent perspectives on these issues must be recognised and accommodated in the process of harmonising or standardising certification criteria for ecotourism; failure to do that could imperil both the principled and pragmatic rationales behind the requirement that ecotourism provide benefits to local communities.     

The status of biotehnology-based innovation

This paper contributes to the debate surrounding the question of whether biotechnology, particularly its applications in agricultural and food-related industries, should be regarded as revolutionary or evolutionary (with some reservations about the vaildity of teh question). The potential to create a revolutionary techno-economic paradigm shift does exist but it is currently systems. It is also important to consider the motivations underlying statements about the revolutionary/ evolutionary nature of biotechnology, as some such statements are intended to influence events rather than to reflect them. The impact of small firms on the direction and place of revolutionary change in these industries is likely to be marginal, unlike the situation in the early phases of teh electronics/IT revolution. At present the lack of integration of policy initiatives by national governments and the EC is a major factor discouraging the rapid implementation of change.     

Creating new growth platforms

Sooner or later, most companies can't attain the growth rates expected by their boards and CEOs and demanded by investors. To some extent, such businesses are victims of their own successes. Many were able to sustain high growth rates for a long time because they were in high-growth industries. But once those industries slowed down, the businesses could no longer deliver the performance that investors had come to take for granted. Often, companies have resorted to acquisition, though this strategy has a discouraging track record. Over time, 65% of acquisitions destroy more value than they create. So where does real growth come from? For the past 12 years, the authors have been researching and advising companies on this issue. With the support of researchers at Harvard Business School and Insead, they instituted a project titled "The CEO Agenda and Growth". They identified and approached 24 companies that had achieved significant organic growth and interviewed their CEOs, chief strategists, heads of R&D, CFOs, and top-line managers. They asked, "Where does your growth come from?" and found a consistent pattern in the answers. All the businesses grew by creating new growth platforms (NGPs) on which they could build families of products and services and extend their capabilities into multiple new domains. Identifying NGP opportunities calls for executives to challenge conventional wisdom. In all the companies studied, top management believed that NGP innovation differed significantly from traditional product or service innovation. They had independent, senior-level units with a standing responsibility to create NGPs, and their CEOs spent as much as 50% of their time working with these units. The payoff has been spectacular and lasting. For example, from 1985 to 2004, the medical devices company Medtronic grew revenues at 18% per year, earnings at 20%, and market capitalization at 30%.     

An analysis of Australian exchange traded options and warrants

This study focuses on the price discovery process in Australian option and warrant markets. Characterizing these two markets in terms of their cost structures and institutional features, we formally test competing price discovery hypotheses. The general findings indicate that the warrants market is the dominant market suggesting that their lower trading cost outweigh their less attractive institutional features. Additionally, we find that idiosyncratic differences among firms may result in a clientele effect thus providing justification for the coexistence of these seemingly redundant markets.     

The Other Side of Eight Mile: Suburban Population and Housing Supply

This article establishes a linkage between decadal changes in suburban population and the supply of suburban dwelling units. It then estimates an econometric supply-and-demand model for 317 U.S. suburban areas for the 1970s, 1980s and 1990s using the State of the Cities database. Suburban supply is more elastic than central city supply, with suburban estimates between +1.26 and +1.42. However, separate estimates by geographic region lead to supply elasticities of +0.89 for the northeastern quadrant of the United States and +1.86 for the remainder of the United States.     

A study of the MRP implementation process

This paper reports on a large-scale survey of companies involved in MRP implementation. Survey responses are used to develop a profile of problems typically encountered during the implementation process. Discriminant analysis is used to determine which of those problems, and additional factors, appear to affect the success or failure of MRP implementation. Finally, comparisons are made between the problems encountered during implementation and problems which were found to significantly discriminate between successful and unsuccessful MRP implementors.     

The ‘Flexible Firm’: Strategy and Segmentation

This paper draws together and provides further analysis of two research projects commissioned by the Department of Employment, with a focus on employers' labour use strategies in Britain. It seeks to place on a firmer statistical basis arguments about the presence and growth of the ‘flexible firm’, and it draws also on case-study data to explore some of the issues relating to flexibility and strategy. Our conclusions are that there has been a marked absence of strategy in this area, and reasons for this are explored, as are the implications for gender and segmentation in the labour market.