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WE note that Llandudno has appointed as librarian a lady whose principal qualifications appear to be that “during the war she served as a V.A.D. nurse at Llandudno and Bristol.” We have every admiration for the services rendered by the lady during the war. She may be a qualified nurse, but is she a qualified librarian? We make no further comment except to say that it is a pity that her nursing qualifications are given so much prominence and that her library abilities are secondary. Personally, we prefer a certificated librarian to a certificated nurse for a library, and vice versa for a hospital!
This annotated listing of 125 United States Government bibliographies is the first annual supplement to BIBLIOGRAPHY OF UNITED STATES GOVERNMENT BIBLIOGRAPHIES 1968–1973…
This annotated listing of 125 United States Government bibliographies is the first annual supplement to BIBLIOGRAPHY OF UNITED STATES GOVERNMENT BIBLIOGRAPHIES 1968–1973 (Pierian Press). Most publications included bear a 1974 imprint, though there are some with earlier imprints which are not included in the 1968–1973 BIBLIOGRAPHY.
Terrorism is the new normal for tourism destinations, as the acts of terror that are performed in tourism zones ensure maximum international media coverage for such acts of…
Terrorism is the new normal for tourism destinations, as the acts of terror that are performed in tourism zones ensure maximum international media coverage for such acts of terror. The frequency of acts of terror has led to the development of crisis resistant tourists, a segment of tourists that continue tourism consumption even when acts of terrorism occur. The tourism industry is negatively impacted by crises, but it has proved to be resilient, bouncing back from a temporary decline. Crisis resistant tourists have increased the robustness of tourist destinations, as almost all destinations have jumped on the tourism bandwagon. Increasingly, countries depend on the tourism industry for economic growth, economic diversification, labour-intensive jobs and attracting foreign exchange, and therefore acts of terrorism can be regarded as economic espionage. African countries still receive less than 10% of international tourism receipts, as the majority of tourism occurs between developed countries in the West. As a consequence, developing countries benefit disproportionally less from tourism. The growth rate for African tourism has exceeded global growth averages and has been included in economic development policies in many African countries.
Terrorism in Kenya's tourism industry has had an adverse impact on tourism numbers and perception about destination Kenya. Several acts of terrorism have capacitated Kenya with institutional memory on how to handle acts of terrorism on Kenya's tourism industry. Kenya is arguably one of the leading countries in tourism in the African continent alongside South Africa, Egypt and Mauritius. In addition, Kenya Airways has used the national airport in Nairobi as a growing aviation hub connecting Africa with the world. As one of Africa's top tourist destinations, Kenya has to address the issue of terrorism. The perceptions of foreign tourists, including Kenyans, are that the country is not safe anymore. As recent as early 2019, another terrorism attack took place in Kenya. This continued to strain an industry that is already under siege. It needs to be borne in mind that a country of Kenya's calibre cannot afford to lose tourists. This is because tourism plays a significant role in enhancing the livelihood of ordinary Kenyans. Additionally, it plays a pivotal role in the country's economy. Kenya provides an example of a destination country which has been able to mitigate the effects of terrorism in the tourism industry. The Atlantic Island of St. Helena, a British Overseas territory, recently constructed an airport in Jamestown to boost trade and specifically tourism to the island, to alleviate financial support from Britain to the island. The island is an unexploited dark tourism destination, as the site of freed slaves after the abolition of the Atlantic Slave trade, the exile site for Napoleon and Zulu Royalty Dinuzulu kaCetshwayo and an overseas concentration camp for the Boers after the Anglo-Boer War. The opening of the airport has created the necessary infrastructure to attract tourists to the island, and the unique selling point of the island is that it is the last outpost of British Imperialism. The island would need to exploit its dark tourism potential by appealing to the British, the South Africans and specifically heritage tourists, due to its unique offering.
Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.
The Battle of Saratoga in October 1777 is believed by many historians to be the turning point of the American Revolution. For the first time, the colonial insurgents…
The Battle of Saratoga in October 1777 is believed by many historians to be the turning point of the American Revolution. For the first time, the colonial insurgents abandoned their guerrilla tactics, fielded a trained and uniformed army, and defeated the British soundly. Convinced by the victory that the Americans were serious, the French entered the war on the American side.
Offers an alternative explanation for the development and creation of industrial and post‐industrial organisational forms derived from military models. Organisation as…
Offers an alternative explanation for the development and creation of industrial and post‐industrial organisational forms derived from military models. Organisation as history suggests that the military model was the only available and proven structure capable of coping with the industrial age. Suggests flexible military structures presaged contemporary flexible management and organisational structures. Management and organisational semantics betray martial origins. The past shapes the present and influences the future – professional managers need to understand their professional heritage.
The article traces the origins of the competitive intelligence fields and identifies both the practitioner, academic and inter‐disciplinary views on CI practice. An…
The article traces the origins of the competitive intelligence fields and identifies both the practitioner, academic and inter‐disciplinary views on CI practice. An examination of the literature relating to the field is presented, including the identification of the linear relationship which CI has with marketing and strategic planning activities.
Bibliometric assessment of the discipline. Findings reveal the representation of cross disciplinary literature which emphasises the multi‐faceted role which competitive intelligence plays in a modern organization.
The analysis supports the view of competitive intelligence being an activity consisting dominantly of environmental scanning and strategic management literature. New fields of study and activity are rapidly becoming part of the competitive intelligence framework.
The analysis only uses ABI Inform as the primary sources for literature alongside Society of Competitive Intelligence Professionals (SCIP) and Competitive Intelligence Foundation (CIF) publications, particularly the Journal of Competitive Intelligence and Management. A more comprehensive bibliometric analysis might reveal additional insights. Simple counts were used for analytical purposes rather than co‐citation analysis.
Attention is drawn to the need for the integration of additional, complementary fields of study and competitive intelligence practice. It is clear that today's competitive intelligence practitioner cannot afford to rely on what they learned 20 years ago in order to ensure the continued competitive advantage of their firm. A keen understanding of all business functions, especially marketing and planning is advocated.
While there have been bibliographies of competitive intelligence literature there have been few attempts to relate this to the three distinct areas of practice. This article is of use to scholars in assisting them to disentangle the various aspect of competitive intelligence and also to managers who wish to gain an appreciation of the potential which competitive intelligence can bring to marking and business success.
Serious negotiation begins when two parties are prepared to make an exchange for mutual advantage. Company A has something to offer Company B which Company B values more than Company A. Likewise, Company B has something to offer Company A which Company A values more than Company B. Reciprocation is possible. A successful negotiation can lead to the improvement in the conditions of both parties. There are usually five phases in any negotiation.
Like it or not, change is inevitable if you are to survive. Far better to instigate change than allow other people to inflict it on you. To anticipate the future has to be good to allow time to implement change rather than having to react to it. This appears quite simple, but is it? This special themed issue of Management Decision contains a number of examples of how organizations have managed change. Lessons can be learned from other industries than your own with regard to best practice and basic principles which can then be applied to your own organization..