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Tourism policies and competitive tourism development 1.1 The goals and objectives. When devising the main policies implementing a destination's tourism development strategy, one of the main objectives is to improve both population's quality of life and the physical territory where the tourism experience takes place. This means that such strategy has to better the level of “Economic prosperity” (Growth and Competitiveness) as well as the feeling of well being of its local inhabitants (Perception of physical and psychical well being).

Survey respondents are compared on strategic tourism planning issues in Banff, Alberta, and Niagara Falls (Ontario and New York). Findings reveal areas of consensus and disagreement in perceptions of issues and preferences for strategies. Three specific issues are considered: the destination life cycle concept, capacity, and destination image. Conclusions are drawn on how public and private‐sector cooperation on destination planning can be fostered when significant differences in perception and preference occur.

The purpose of this paper is to describe the competences needed for managing competitive bidding in the Finnish healthcare and to understand the management of competitive bidding holistically, considering the challenges the management faces from being embedded in focal nets and the wider network.

The phenomenon is examined from the perspective of networks. This focus acknowledges the fact that competitive bidding changes the dynamics of the network and therefore requires new competences from the actors. The study applies qualitative methods.

Competitive bidding connects effects, interests, resources and actors together. It changes the dynamics of the net and the network. Thus, new competences are required. Three major competence areas were detected: relationship management competences, net management competences and purchasing competences.

The conclusions shed light on the combination of competences needed in managing competitive bidding in healthcare networks.

Addresses the rapid expansion of computer connectivity and the opportunities provided for criminals to exploit security vulnerabilities in the online environment.

International efforts to combat cyber‐crime are reviewed by evaluating the forms of mutual legal assistance (MLA) now in place.

Cyber‐crime is often traditional crime (e.g. fraud, identify theft, child pornography) albeit executed swiftly and to vast numbers of potential victims, as well as unauthorised access, damage and interference to computer systems. Most detrimental are malicious and exploit codes that interrupt computer operations on a global scale and along with other cyber‐crimes threaten e‐commerce. The cross‐national nature of most computer‐related crimes have rendered many time‐honoured methods of policing both domestically and in cross‐border situations ineffective even in advanced nations, while the “digital divide” provides “safe havens” for cyber‐criminals. In response to the threat of cyber‐crime there is an urgent need to reform methods of MLA and to develop trans‐national policing capability.

The international response is briefly outlined in the context of the United Nations (UN) Transnational Organised Crime Convention (in force from September 2003) and the Council of Europe's innovative Cyber‐crime Convention (in force from July 2004). In addition, the role of the UN, Interpol, other institutions and bi‐lateral, regional and other efforts aimed a creating a seamless web of enforcement against cyber‐criminals are described.

The potential for potent global enforcement mechanisms are discussed.

The paper aims to propose a method of identifying and evaluating leadership potential of stakeholders in emerging tourist destinations and to verify this method in three Polish destinations. Developing destinations miss well-established networking structures and management experiences. The greatest impact on their success is made by the most active stakeholders who are able to pool and mobilise partners and coordinate their efforts to realise common goals.

The research is based on a stakeholders’ potential analysis and the network approach. To identify destination leadership, the method – adapted from an axiological analysis of regional development participants – is used and verified in rural, coastal and mountain destinations in Poland. An in-depth analysis of stakeholders representing the public, private and non-profit sectors is conducted to assess their leadership potential. Ultimately, 183 interviews were conducted.

Based on literature review, five dimensions of destination leadership were identified, namely, networking capability, analytical abilities, impact capability, economic potential and legitimacy. In emerging destinations, the most influential stakeholders are characterised by strong impact, analytical leadership capabilities and legitimacy.

The paper provides insights into destination leadership discussion and research. The limited number of verification cases and limited qualitative data analysis could be seen as its limitation.

Emerging destinations have incomplete leadership. An imbalanced structure of destination leadership may have serious consequences on stability and development of destinations; it also affects the process of identification of potential leaders.

The paper is original because it proposes an innovative method of identifying destination leadership, especially in emerging destinations.

The purpose of this paper is to investigate and quantify the impact of delivery restrictions on costs and environmental performance for a distribution operation.

Data were gathered from a company and several scenarios with varying delivery restrictions were investigated.

The results show significant reductions in cost and environmental impacts are achieved when restrictions are relaxed. However, the research also highlighted the importance of adopting a supply chain (SC) approach to the removal of restrictions and the need for public/private sector cooperation.

The case study is based on one company only. However, the company performs many trips each day to many different customers.

The paper provides insight into the scope for change in the SC decision‐making processes in order to reduce environmental impacts (and identifies limitations).

The paper is a contribution to better understanding the importance of logistics decisions and not only transport when considering urban freight problems.

During recent decades, there has been a significant transition or “reinvention” in the mode of state governance in both developed and developing nations. In line with this global trend, most Southeast Asian countries have restructured the traditional state-centric mode of governance or the so-called “developmental state” in favor of market-led neoliberal reforms and policies, often under external pressure or persuasion. This new mode of state governance favoring global market forces has serious implications for economic sovereignty and self-reliant development in the region. In this regard, this article attempts to examine major domains and directions of reinvention in governance in Southeast Asian countries. It also explores the critical impacts of this recent market-driven reinvention on the economic sovereignty and self-reliance of these countries

While the need to respond to the wide-ranging challenges posed by climate change has been widely emphasized, there is still a relative lack of attention being given to the type, scale, and nature of responses that are taking place in different economic sectors and parts of the world. This chapter provides a review of the tourism-related responses to the implications of climate change in the context of New Zealand. This is a country where tourism is a very important sector of the economy that depends heavily on the credibility of its green and unspoilt destination image. However, due to its relative isolation in the South Pacific, New Zealand requires most international tourists to travel long distances, which results in considerable greenhouse gas emissions. The chapter outlines the private and public sectors' responses to these challenges with particular attention to their collaboration.