Inter-Industry Effects of Tourism Growth: Implications for Destination Managers

2003 ◽  
Vol 9 (2) ◽  
pp. 117-132 ◽  
Author(s):  
Larry Dwyer ◽  
Peter Forsyth ◽  
Ray Spurr
Keyword(s):  
Computable General Equilibrium ◽  
Paradigm Shift ◽  
A Priori ◽  
Decision Makers ◽  
Public And Private ◽  
The Public ◽  
Cge Models ◽  
Cge Modelling ◽  
Destination Competitiveness ◽  
Economic Contribution

The study of the economic contribution of tourism has recently undergone a ‘paradigm shift’ as a result of the use of Computable General Equilibrium (CGE) models in place of input–output models. In a CGE model which incorporates a realistic set of economy-wide constraints, the effects of tourism growth on destination income and employment cannot be anticipated a priori. The development and application of this superior technique have major implications for the way that tourism economists must now think about the economic impacts of tourism and for the policy advice they give to decision makers in both the public and private sectors. This paper explores three areas in which CGE modelling has relevance for the destination management organization: tourism planning, cooperative destination marketing, and assessment of destination competitiveness.

An evolutionary game analysis of user-pay public–private partnership projects

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Danrong Song ◽  
Jinbo Song ◽  
Hehui Yuan ◽  
Yu Fan
Keyword(s):  
Evolutionary Game ◽  
Public Private Partnership ◽  
Decision Makers ◽  
Successful Implementation ◽  
Game Model ◽  
Public And Private ◽  
Private Partnership ◽  
Content Type ◽  
Game Analysis ◽  
The Public

PurposeWith the growing demand for infrastructure and public services in recent years, PPP-UP have attracted a great deal of attention. However, while the user focuses on the payment for use and the private sector is concerned with its return on investment, the public sector pays more attention to the efficient utilization of public funds. In order to analyze the willingness of each stakeholder to join PPP-UP, an evolutionary game model involving the three parties is constructed.Design/methodology/approachAn evolutionary game model is established that considers the users and the public and private sectors in user-pay public-private-partnership projects (PPP-UP). Eight scenarios of equilibriums and the game's evolutionary stable strategies are analyzed, and the corresponding stability conditions are then obtained. A situation where all three players are willing to cooperate in theory is also examined. The key influencing parameters that affect cooperation behaviors are further discussed.FindingsFirst, the results illustrate that by properly adjusting the influencing factors, the cooperation status among the three parties can be changed along with certain evolutionary trends. Second, it is hard to modify unsatisfactory evolutionary stability by small changes in both the price compensation of and the construction and operation compensation. Third, it is necessary to involve the users in the decision-making process in PPP-UP and take their demands regarding benefits and payments into account.Originality/valueIn this paper, we focus on PPP-UP to research interactions among the public and private sectors and the users. Based on the analysis of the evolutionary game, to facilitate the successful implementation and development of a project, several conditions are needed to ensure tripartite cooperation. Several recommendations are then proposed for decision-makers in PPP-UP.

scholarly journals Solving the Asymmetry Multi-Objective Optimization Problem in PPPs under LPVR Mechanism by Bi-Level Programing

Symmetry ◽  
2020 ◽  
Vol 12 (10) ◽  
pp. 1667
Author(s):  
Feiran Liu ◽  
Jun Liu ◽  
Xuedong Yan
Keyword(s):  
Optimization Problem ◽  
Optimal Strategies ◽  
Decision Makers ◽  
Multi Objective Optimization ◽  
Pareto Solutions ◽  
Present Value ◽  
Public And Private ◽  
The Public ◽  
Multi Objective ◽  
The Cost

Optimizing the cost and benefit allocation among multiple players in a public-private partnership (PPP) project is recognized to be a multi-objective optimization problem (MOP). When the least present value of revenue (LPVR) mechanism is adopted in the competitive procurement of PPPs, the MOP presents asymmetry in objective levels, control variables and action orders. This paper characterizes this asymmetrical MOP in Stackelberg theory and builds a bi-level programing model to solve it in order to support the decision-making activities of both the public and private sectors in negotiation. An intuitive algorithm based on the non-dominated sorting genetic algorithm III (NSGA III) framework is designed to generate Pareto solutions that allow decision-makers to choose optimal strategies from their own criteria. The effectiveness of the model and algorithm is validated via a real case of a highway PPP project. The results reveal that the PPP project will be financially infeasible without the transfer of certain amounts of exterior benefits into supplementary income for the private sector. Besides, the strategy of transferring minimum exterior benefits is more beneficial to the public sector than to users.

Destination Competitiveness: Public and Private Sector Tourism Management in Serbia

2017 ◽  
Vol 57 (3) ◽  
pp. 384-398 ◽  
Author(s):  
Tanja Armenski ◽  
Larry Dwyer ◽  
Vanja Pavluković
Keyword(s):  
Development Planning ◽  
Tourism Industry ◽  
Education For Sustainability ◽  
Public And Private ◽  
Five Dimensions ◽  
The Public ◽  
Tourism Management ◽  
Destination Competitiveness ◽  
Private And Public ◽  
Public And Private Sector

This study explores the underlying dimensions of destination competitiveness, analyzing the contributions of government and industry stakeholders in enhancing the competitive position of Serbia on the international tourism market. Exploratory and confirmatory factor analysis were used to explore latent dimensionality of “destination competitiveness” among 48 competitiveness attributes evaluated by experts from the public and private sectors of Serbia’s tourism industry. Results show that Serbian competitiveness structure comprises five dimensions: risk management and adaptive environmental strategies, innovation and product development, planning for sustainable development, networking and community concern, and education for sustainability. The research identifies challenges and suggests areas where private and public linkages should be strengthened in order to enhance the competitiveness of Serbia’s tourism industry. Generically, the study advances our understanding of destination competitiveness, its multidimensional nature, and the implications for policy making.

scholarly journals The possibilities of consensual resolution of judicial conflicts with the Public Administration

2018 ◽  
Vol 18 (72) ◽  
pp. 31-50
Author(s):  
Gabriel Perlingeiro
Keyword(s):  
Public Interest ◽  
Judicial Review ◽  
A Priori ◽  
Public Law ◽  
Clear Understanding ◽  
Private Law ◽  
Public Authorities ◽  
Public And Private ◽  
The Public ◽  
Legal Studies

This text endeavors to define the theoretical limits of the capacities of the public administrative authorities to reach consensual solutions to disputes within the framework of judicial review. It is motivated by the lack of a clear understanding in Brazilian law of the border area between the legal relations of public and private law involving the public authorities, and the expressions “inalienable right” (or “inalienable interest”) and “public interest” as shown by the inexplicable asymmetry between what the public administrative authorities can do within a judicial proceeding and outside one. Based on a comparative study of common law versus civil law legal systems and an examination of the treatment of the subject in Brazilian statutes, case law and legal studies, this article reviews the relationship between the public interest and inalienability, demonstrating, in conclusion, that the possibility of the administrative authorities to enter into settlements or follow similar practices should not be rejected a priori, even in cases of public law. According to the author, there are three possible scenarios in which public administrative authorities may resort to consensual dispute resolution in the context of the judicial review: in private-law relationships, in public-law relationships with respect to the exercise of administrative actions prescribed by law and public-law relationships with respect to the exercise of discretionary powers.

scholarly journals Ante los retos de las grandes transformaciones, ¿qué esperamos las personas directivas públicas de las decisoras?

2020 ◽  
pp. 94-113
Author(s):  
Fernando MONAR RUBIA
Keyword(s):  
Public Management ◽  
Decision Makers ◽  
Management Skills ◽  
Public And Private ◽  
The Public ◽  
Strategic Vision ◽  
Public Managers ◽  
Private Behavior ◽  
Public Collaboration

Laburpena: Sektore publikoaren zeregina gakoa izan da gizarteek aurrera egiteko, eta izaten segituko du hurrengo hamarkadatan ere. Erabakitzaileak –gobernu-taldeetako kideak– eta zuzendaritza-kide publikoak –zuzenean edo zeharka, lehenengoen menpekoak, maila batean edo batzuetan– dira politika publikoen katalizatzaile potentzialak. Gizarte modura aurrean ditugun erronkei aurre egiteko –esaterako, eraldaketa digitalari–, pertsonarik onenak behar dira, erronka horiei administrazio publikoetako lidergo bikoitzetik aurre egiteko. Batzuetatik –erabakitzaileetatik– eta besteetatik –zuzendaritza-kideetatik– herritar guztiok espero ditugu antzeko gaitasun eta jarrerak: eredugarriak izan daitezela beren jokaera publiko eta pribatuan, izan dezatela ikuskera estrategikoa, maila askotako sentsibilitatea eta berrikuntzarako eta gardentasunerako orientazioa eta kontuak emateko orientazioa, eta taldeak sortzeko gaitasuna, batez ere onenak kontuan hartuta. Artikuluak nazioarteko egungo egoeraren sarrera egiten du, garapen jasangarriaren helburuetatik; bederatzi konpetentzia zehazten ditu, zuzendaritza-kide publikoek erabakitzaileengadik espero ditzakegunak, eta, amaitzeko, konpetentzia bat aipatzen du, zerikusia duena taldeak sortzearekin, meritokraziatik eta zuzendaritza publiko profesionalaren ekologiatik abiatuta –zuzendaritza-konpetentziak, publizitatea, ...– herrialderik aurreratuenetan bezala. Resumen: El papel del sector público ha sido clave para el progreso de las sociedades y lo seguirá siendo en las próximas décadas. Las personas decisoras – miembros de los equipos de gobierno - y las personas directivas públicas – quienes dependen de las primeras, directa o indirectamente, en uno o varios escalones - son catalizadoras del potencial de las políticas públicas. Los retos que tenemos por delante como sociedad – el de la transformación digital, por ejemplo - requieren contar con las mejores personas para afrontarlos, desde el liderazgo dual de las Administraciones Públicas. De las unas – decisoras - y de las otras – directivas - esperamos, toda la ciudadanía, capacidades y actitudes similares: que sean ejemplares en su comportamiento público y privado, que tengan visión estratégica, sensibilidad multinivel y hacia la colaboración público privada, orientación a la innovación y la transparencia, y a la rendición de cuentas, y capacidad de crear equipos contando con las mejores personas, fundamentalmente. El artículo hace una introducción a la situación internacional, detalla las competencias que las personas directivas públicas esperamos de las decisoras, y concluye con la competencia que tiene que ver con la capacidad de crear equipos construidos desde la meritocracia y la ecología de la dirección pública profesional – competencias directivas, publicidad…- emulando a los países más avanzados. Abstract: The role of the public sector has been key to the progress of societies and will continue to be in the coming decades. Decision makers - members of government teams - and public managers - who depend on the former, directly or indirectly, on one or several steps - are catalysts for the potential of public policies. The challenges that lie ahead as a society - that of digital transformation, for example - require having the best people to face them, from the dual leadership of Public Administrations. Of the some - decision makers - and the other - directives - we expect, all citizens, similar capacities and attitudes: that they be exemplary in their public and private behavior, that they have strategic vision, multilevel sensitivity and towards private public collaboration, innovation orientation and transparency, and accountability, and ability to create teams with the best, fundamentally. The article introduces the international situation, details the competencies that public managers can expect from decision makers, and concludes with the competence that has to do with the ability to create teams built from meritocracy. and the ecology of professional public management - management skills, advertising, ... - emulating the most advanced countries.

scholarly journals What Is ‘Tenderpreneuring’? A Review of the Literature

2019 ◽  
Vol 14 (12) ◽  
pp. 128
Author(s):  
Veronica Goitsemang Magang ◽  
Tebogo Israel Teddy Magang
Keyword(s):  
Best Practice ◽  
National Level ◽  
Policy Decision ◽  
Decision Makers ◽  
Review Of The Literature ◽  
Private Company ◽  
Public And Private ◽  
The Public ◽  
Governance Practices ◽  
Public And Private Sector

This paper theoretically attempts to examine a ‘buzzword’ which has been used to describe a system of awarding tenders [infamously referred to as ‘tenderpreneuring’] in developing countries, by conducting a review of the literature on this practice. The paper endeavors to define ‘tenderpreneuring’ by examining literature, reports, opinion pieces etc on this practice which seems to be spreading rapidly in the public and private sectors in Botswana, South Africa, Kenya in particular. The paper also makes an effort to make a comparison between “tenderpreneuring’ and the traditional form of tendering which follows best practice governance principles. An endeavor is also made to trace the roots of ‘tenderpreneuring’ and how ‘tenderpreneuring’ has the potential to negatively impact citizen economic empowerment. The paper further attempts to use the theory of accountability to demonstrate that where tendeperpreneuring is practiced, there are potential connotations of poor governance on the part of [government or private company] officers who award lucrative tenders to tenderpreneurs. The paper concludes by attempting to examine the possible ramifications of ‘tenderpreneuring’. Consisely, it concludes that tenderpreneuring has the potential to condemn the society to poverty at both personal and national level and rob them of their respect and dignity. The discussion from this paper has potential to conscientise policy decision makers on bad governance practices emanating from possibly crooked tendering processes both in the public and private sector under the code name ‘tenderpreneuring’.

scholarly journals Economic Contributions of Visitor Spending in Ocean Recreation in the Florida Keys National Marine Sanctuary

Water ◽  
2022 ◽  
Vol 14 (2) ◽  
pp. 198
Author(s):  
Kathryn Gazal ◽  
Ross Andrew ◽  
Robert Burns
Keyword(s):  
Economic Value ◽  
Value Added ◽  
Florida Keys ◽  
Economic Importance ◽  
Decision Makers ◽  
Total Output ◽  
Labor Income ◽  
Public And Private ◽  
Economic Contribution ◽  
Total Labor

Understanding the economic value of marine sanctuaries such as the Florida Keys National Marine Sanctuary (FKNMS) is important to justify public and private investments and to provide information to support management activities and understand their role in the nation’s blue economy. Very few studies have employed economic contribution analysis in examining economic value, even though it is more useful in influencing the behaviors of decision makers. This study therefore employs such a methodology to determine the economic importance of tourism and visitor spending in the sanctuary to Monroe County, Florida’s economy. Visitors who came to the area for ocean recreation and tourism spent a total of USD 1.7 billion, which translates to a contribution of 19,688 total jobs, USD 752 million in total labor income, USD 1.2 billion in total value added, and USD 2 billion in total output to the region. With regard to the spending of snorkelers and divers only, total spending is about USD 1.07 billion, contributing about 12,441 total jobs, USD 466 million in total labor income, USD 767 million in total value added, and USD 1.2 billion in total output. Ocean recreation is therefore an important economic driver in the region and efforts should be directed at protecting the diverse and sensitive ecosystem of the sanctuary.

scholarly journals Hospital Managers’ Perceptions Regarding Setting Healthcare Priorities in Kuwait

2020 ◽  
Vol 12 (10) ◽  
pp. 79
Author(s):  
Abdullah M. Alsabah ◽  
Hassan Haghparast-Bidgoli ◽  
Jolene Skordis-Worrall
Keyword(s):  
Resource Allocation ◽  
Priority Setting ◽  
Decision Makers ◽  
Evidence Based ◽  
Priority Setting Process ◽  
Public And Private ◽  
The Public ◽  
Hospital Managers ◽  
Setting Process ◽  
Health Decision

BACKGROUND & OBJECTIVE: In view of the budget limitations resulting from the downturn in the Kuwaiti economy, it is crucial to evaluate the process of priority setting within the health system to identify strengths and weaknesses of this process within both the public and private sectors. Once the weak points are identified, policy makers can work with hospital administration staff to upgrade the process with the aim of utilising health resources more efficiently. The purpose of this study is to give decision makers some insight on the perspective of hospital managers regarding the current process of priority setting, and suggest ways to improve this process. Additionally, this study will provide the opinions of hospital managers in questioning the effect of certain healthcare policies, currently given top priority, on healthcare system efficiency. The views of the hospital managers interviewed indicate their preferences in priority setting and the changes in health spending they believe are required. METHODS: A qualitative study was conducted using semi-structured, face-to-face interviews with 14 managers from public and private hospitals in Kuwait. Content analysis was used to produce major themes and sub-themes from the interview transcripts. RESULTS: While several similarities and differences in the priority-setting process between the public and private sectors were apparent, the main strength in the process that most managers from both sectors mentioned, was that it was simple, systematic, comprehensive and democratic. The several weaknesses of the process include it not being evidence-based due to the lack of accurate and up-to-date data. Also, the discrepancy between the official statements made and the actual practices of health decision makers in the country demonstrate the confusion around the priority-setting process. Most respondents, from both sectors, thought that the availability of a clear and well-communicated national health strategic plan would facilitate the necessary modifications in legislative, structural and administrative strategies to streamline the processes of allocating resources and setting priorities. For example, most respondents believed that the disadvantages of the costly practice of sending patients abroad for treatment and its effect on resource allocation outweighed its advantages. Further, the managers from both sectors had different perceptions regarding the policy of private health insurance for retirees. These two policies, according to some hospital managers, added strain to the health budget and undermined trust in the public-health sector. CONCLUSION: This study examined the perspective of hospital managers regarding the process of healthcare priority setting in Kuwait, and ways to improve it. Priority setting could be improved by having a better understanding of its strengths and weaknesses. The study concludes that health decision makers should remain responsible for accepting and implementing evidence-based, systematic processes of resource allocation. Additionally, continuous monitoring and evaluation of the impact of health policies will be required to improve overall health outcomes.        

Preventing the Next Crisis

2018 ◽  
Author(s):  
Joshua M. Sharfstein
Keyword(s):  
Public Health ◽  
Decision Makers ◽  
Public And Private ◽  
The Public ◽  
Public Health Officials ◽  
The Right

In a crisis and its aftermath, public health officials may have the opportunity to achieve lasting, positive reforms. There are three steps to such success. First, by responding swiftly and effectively to the immediate challenge, agencies establish credibility with key audiences. Second, at the right moment, backed by thoughtful analysis, leaders are able to provide a coherent explanation of what happened, revealing the need for further action to prevent the problem from recurring or growing worse. Third, officials jump into the fray to make the case for change. Successful advocacy can involve calling key decision-makers, working with journalists, writing op/eds, and developing alliances with key advocates in the public and private sectors.

scholarly journals Challenges for Modelling CAP 2014–2020 within CGE Model Framework

2016 ◽  
Author(s):  
Katarzyna Zawalińska ◽  
Anna Ciechomska ◽  
Błażej Jendrzejewski
Keyword(s):  
Computable General Equilibrium ◽  
Quality Improvements ◽  
Model Framework ◽  
Eligibility Criteria ◽  
Goods And Services ◽  
Cge Models ◽  
Cge Modelling ◽  
Modelling Framework ◽  
The Individual

The paper discusses various approaches to modelling measures of the Common Agricultural Policy (CAP) within a computable general equilibrium (CGE) framework for the new budgetary period 2014–2020. The task of modelling such a complex policy as the CAP with the use of CGE is not easy at least for three reasons. First, the policy itself is very complex – Pillar 2 alone includes about 17 very heterogeneous measures, which differ in terms of implementation and eligibility criteria. Pillar 1 measures are not targeted (in terms of goods and services that may be bought with these funds) and thus the assessment of their impact requires additional knowledge on how they were spent. Second, although CGE models represent all sectors of the economy, yet they normally do not characterise individual sectors with such a precision as would be desired for modelling the nuances of the individual CAP measures. Third, the CAP evolves towards less tangible measures (risk management, quality improvements, conditionality based on environmental requirements), and towards increasing role of non-marketed goods (provision of public goods, environmental amenities, food safety). There is also an increasing role of human capital manifested by e.g. bottom-up approaches or co-operation measures. They, however, are difficult to grasp by the CGE models since they are not directly observed or linked to the exogenous variables controlled in this types of models. While taking all the challenges into account and relaying on a literature review the article presents some solution and makes suggestions for possible ways of modelling new CAP 2014–2020 within CGE modelling framework which may be useful in the policy evaluation.

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