Identifying micro-destinations and providing statistical information: a pilot study in the Canary Islands

Municipalities and regions are often used as an object of tourism analysis at the subnational level. This occurs because administrative borders are used to implement tourism policies and collect statistical information. However, administrative boundaries may not always be suitable for studying tourism destinations at a local level. Sometimes, particularly in high-density tourism destinations, several differentiated tourism areas occupy a single municipality; tourism areas may, and often do, extend beyond municipal boundaries and tourism destinations may not occupy the whole of the municipal area. As such, a new level of analysis is often required: the micro-destination. There are few tourism concepts as imprecise as that of the destination. Therefore, the process of identifying and establishing the boundaries of a micro-destination is by no means a straightforward one. This paper presents six criteria for establishing the boundaries of this type of tourism area. Of these six, the two primary criteria used are: the concentration of tourism establishments; and tourism typologies and supply characteristics. These criteria have been applied as part of a pilot study in the Canary Islands. Statistical information for nine micro-destinations is generated using the geolocation of tourism establishments together with information obtained from both supply-side and demand-side surveys.     

Risk attitudes and the stag-hunt game

A stag-hunt game (with the risky and safe actions) has two pure Nash equilibria that are Pareto-rankable. The risky action leads either to the Pareto-superior equilibrium (high payoff) or to out of equilibrium (low payoff) depending on the opponent’s action. Both players may want to obtain high payoff but uncertainty about the opponent’s action may prevent them to take such strategic risk. This paper investigates how information about the risk attitude of an opponent affects a player’s action choice in the stag-hunt game. I find that although a subject’s propensity to choose the risky action depends on her opponent’s risk attitude, it does not depend on her own risk attitude.     

ON‐THE‐JOB SEARCH,PRODUCTIVITY SHOCKS,AND THE INDIVIDUAL EARNINGS PROCESS*

Individual labor earnings observed in worker panel data have complex, highly persistent dynamics. We investigate the capacity of a structural job search model with on‐the‐job search, wage renegotiation by mutual consent, and i.i.d. productivity shocks to replicate salient properties of these dynamics, such as the covariance structure of earnings, the evolution of individual earnings mean, and variance with the duration of uninterrupted employment, or the distribution of year‐to‐year earnings changes. Structural estimation of our model on a 12‐year panel of highly educated British workers shows that our simple framework produces a dynamic earnings structure that is remarkably consistent with the data.     

Agricultural holdings with undefined boundaries,communal systems and counter‐hegemonies: The persistence of the peasantry in Argentina

The presence of agricultural holdings with undefined boundaries (AHUBs) and their heterogeneous geographical distribution questions the supposed hegemony of agribusiness in Argentina. Given the lack of defined boundaries, these holdings generate a communal culture among dwellers, which is reflected in both the strategies of the use of commons and the initiatives for the defence of land in the conflicts between peasants and entrepreneurs. This article describes two counter‐enclosure experiences that were generated and have developed on the bedrock of AHUBs and a communal matrix. Those defence strategies are employed by families that possess the land but have not title to it, being a defence tactic against attempts of eviction. AHUB not only is a new census category that allows us to enhance our knowledge of the rural world but also proposes modes of production that differ from those of the capitalist model, showing possible counter‐hegemonic development alternatives that arise from the practices used in these holdings.     

The impact of purchasing strategy-structure (mis)fit on purchasing cost and innovation performance

The organizational design literature strongly supports the notion of “structure follows strategy”, and suggests that a misfit between the two has a negative effect on performance. Building on this line of argument, we examine to what extent the (mis)fit between purchasing strategy and purchasing structure impacts purchasing performance. We focus on cost and innovation purchase category strategies, and examine how the deviation from an ideal purchasing structure defined along three dimensions (centralization, formalization, and cross-functionality) impacts purchasing performance. Analysing data collected from 469 firms in ten countries, we demonstrate that a strategy-structure misfit negatively impacts purchasing performance in both cost and innovation strategies. We also find that purchasing proficiency is a mediator in this relationship between misfit and performance. Our findings aid managerial decision making by empirically validating the necessity of having the right purchasing structure for successfully executing different purchasing strategies.     

Teacher opinions regarding the perception management levels of school administrators

The purpose of this research is to determine the levels and use of perception management by school administrators. The study group consists of teachers working in Private Primary School and Secondary Schools affiliated to the Ministry of National Education in Nicosia, the Turkish Republic of Northern Cyprus in the 2016–2017 academic year. The sample of the study is composed of 282 teachers representing the universe selected by the method of easy reachable case sampling. As a means of collecting data in the survey, “Personal Information Form” by Kline (An easy guide to factor analysis, Routledge, New York, 1994) and “Manager Perception Management ent Scale” developed by Uylas (Yönetici Alg? Yönetimi Ölçe?i, Türkiye Ölçme Araçlar? Dizini, 2017a, Okul Yöneticilerinin Sosyal-Duygusal E?itim Liderli?i ve Alg? Yönetimine ?li?kin Ö?retmen Görü?leri, T.C. Abant ?zzet Baysal Üniversitesi, E?itim Bilimleri Enstitüsü, Bolu, 2017b) was used. The obtained data were analyzed in an analysis program. In the research, the values of perception management use levels of managers according to teacher opinions were examined. According to the results and comments obtained from the research, some of the proposals developed for researchers and educators working in the field of education management are as follows. Towards practical; trainings can be given on how school administrators can use perception management for successful perception management practices in educational organizations. In interviews to select school administrators, choosing school administrator with high perception management skills can be prioritized. Towards newstudies; including multidimensional evaluation of all elements of educational organizations such as managers, parents and servants in new researches to be conducted and comparison of teachers ‘and administrators’ views. This study has brought out suggestions that can be implemented in other stages of education.