Michael J. Keane

Quality and pricing in tourism destinations.

Drawing on some recent literature from the field of industrial organisation theory this paper examines the economics of reputation and the quality decisions for a tourism destinantion. The implications of these decisions for competitiveness are also assessed. The analysis shows that whilehigh prices may signal quality, of greater significance is the premium component contained in these prices which serves to minimise the likelihood of quality deterioration. This quality premium is not to be nterpreted as some kind of economic profit. Improvements in information amongst consumers, or in the cost base associated with providing high quality, both help to reduce the size of the premium that is needed to sustain quality.

Economic development capacity amongst small rural communities

Abstract Many rural communities are looking for relevant solutions and practicable processes that they can competently manage and successfully implement so as to overcome economic decline and vulnerability. This paper looks at the indigenous capacity for development in local communities. The paper specifically looks at two questions: first, what kinds of actions local communities can take in local economic development, and second, what is the nature of the economic relationships between the local and the larger economy, and how are these relationships likely to affect the local capacity to undertake certain kinds of economic activities. The benefits of a spatial framework in rural development and planning are briefly discussed.

Spatial Aspects of Organisational Change : A Public Sector Example

Relating performance to the type of broad objectives usually held by public sector enterprises is a difficult task. The problem is that there are few generally accepted or satisfactory definitions of what is looked for by way of performance indicators (Reid and Adibe, 1979; Electricity Consumers’ Council, 1983). There are various aspects to performance and various perspectives from which performance can be monitored. Much will depend on the particular activities of the public enterprise in question. Generally speaking, however, attention must focus on the criteria