Sustainability of Small-Scale Ecotourism: The Case of Niue,South Pacific

This paper examines whether small-scale ecotourism is sustainable. For the purpose of the paper the term 'ecotourism' has been refined, and evaluation criteria compiled for small-scale community ecotourism comprising of three concepts: environmental sensitivity, socio-cultural appropriateness, and economic viability. The case study of Niue was chosen because it met the initial evaluation criteria, and was used to determine whether small-scale community ecotourism was sustainable. Niue's tourism industry was assessed in the areas of environmental, socio-cultural and economic viability and all three must exist in symbiosis to achieve sustainability. The results of the research show that Niue's tourism industry is sustainable only in environmental and socio-cultural aspects, however, due to insufficient visitor arrivals it is not economically viable. Niue is isolated, reliant on aid and is the most expensive destination in the South Pacific due primarily to the cost and frequency of the air service. Niue can increase its visitor numbers to achieve economic viability, or attract higher spending visitors to the island. Care must be taken not to exceed the island's carrying capacity, which would cause negative environmental and socio-cultural impacts. A balance needs to be made between the three concepts to achieve sustainability, with careful planning and monitoring.     

A critical review of climate change risk for ski tourism

Ski tourism is a multi-billion dollar international market attracting between 300 and 350 million annual skier visits. With its strong reliance on specific climatic conditions, the ski industry is regarded as the tourism market most directly and immediately affected by climate change. A critical review of the 119 publications that have examined the climate change risk of ski tourism in 27 countries is provided. This growing and increasingly diverse literature has projected decreased reliability of slopes dependent on natural snow, increased snowmaking requirements, shortened and more variable ski seasons, a contraction in the number of operating ski areas, altered competitiveness among and within regional ski markets, and attendant implications for ski tourism employment and values of vacation property real estate values. The extent and timing of these consequences depend on the rate of climate change and the types of adaptive responses by skiers as well as ski tourism destinations and their competitors. The need to understanding differential climate risk grows as investors and financial regulators increasingly require climate risk disclosure at the destination and company scale. Key knowledge gaps to better assist ski tourism destinations to adapt to future climate risk are identified.     

Foreign investors’ influence on the real estate market capitalization rate – evidence from a small open economy

This article adds to the scarce literature on the influence of international investment flows on local real estate values. We hypothesize that a greater foreign-investor presence in a real estate market results in a lower capitalization rate and examine whether this holds true in the Helsinki CBD office market in Finland. This market provides an interesting case study by being part of a small open economy, in which the presence of foreign investors has substantially varied over time. The Dynamic OLS estimations using data for the period 1990–2015 provide support for the hypothesis. The baseline results show a highly statistically significant negative impact of foreign-investor participation on the capitalization rate, the point estimates indicating that a 10% point growth in the share of foreign buyers of the total transaction volume decreases the cap rate by approximately 30 basis points.     

相信品牌的力量——品牌的市场下沉之道

作为很早进入二、三级市场的快消品大腕,联合利华的研究调查较多数策略公司更深入、更早,体系也更完美。对于分散、复杂的二、三级市场,联合利华有着更有效、更实际的应对之道。     

Coming through when it matters most

All teams would like to think they do their best work when the stakes are highest-when the company's future or their own rests on the outcome of their projects. But too often something else happens. In extensive studies of teams at professional service firms, Harvard Business School's Gardner has seen the same pattern emerge over and over: Teams become increasingly concerned with the risks of failure rather than the requirements of excellence. As a result, they revert to safe, standard approaches instead of delivering original solutions tailored to clients' needs. Gardner has a name for this phenomenon: the performance pressure paradox. Here's how it develops: As pressure mounts, team members start driving toward consensus in ways that shut out vital information. Without even realizing it, they give more weight to shared knowledge and dismiss specialized expertise, such as insights into the client's technologies, culture, and aspirations. The more generically inclined the team becomes, the more concerned the client grows, which turns up the pressure and pushes the team even further down the generic road. But forewarned is forearmed. By measuring each person's contribution deliberately, ruthlessly insisting that no one's contribution be marginalized, and framing new information within familiar contexts, teams can escape the performance pressure paradox and keep doing their best work when it matters most.     

How Do European SME Owner–Managers Make Sense of ‘Stakeholder Management’?: Insights from a Cross-National Study

The vast majority of empirical research on stakeholder management has traditionally focused on multinational corporations. Only in recent years, scholars have begun to pay attention to the stakeholder management concept in relation to small- and medium-sized enterprises (SMEs). The few existing studies in this area, however, discuss SMEs as a context free category or remain focused on single country analysis. This cross-national empirical research investigates SME owner?Cmanagers?? perceptions of stakeholder management in six European countries. The comparative analysis is followed by a discussion of how institutional, cultural and linguistic contexts can influence owner?Cmanagers?? sensemaking of stakeholder management. Our study questions the universality of specific management terms and proposes that more attention should be paid to the institutional, cultural and linguistic environments that shape economic activity in different parts of Europe.