Suchergebnisse

A theoretical gap in the audience cost theory is the missing analysis of its central feature: the audience. This article defines the audience as a group composed of individuals and societal actors that can punish a government and pay attention to the issue being negotiated. Thus, the audience can vary depending on the issue salience. When the issue salience is low, the audience comprises just interest groups and the attentive public. Yet, the higher the issue salience, the more voters of the general public also become part of the audience. The audience's composition in turn determines the level of the audience costs. Because the general public tends to evaluate national honor more highly, be less informed and have less well-defined preferences than interest groups and the attentive public, the audience costs should be higher when the issue salience is high. Furthermore, the audience can take actions that prevent the effect of audience costs or generate exogenous audience costs.

The International Finance Corporation (IFC), in partnership with the Fiji Ministry of Agriculture (MoA) and the Fiji Ministry of Industry, Trade, and Tourism (MITT), conducted a study of the sourcing of imported and local fresh produce by Fiji's hotel sector. The study analyzes the purchasing patterns of Fiji's hotels, to better understand existing linkages between the tourism and agriculture sectors, and to identify opportunities to improve these linkages. This report covers Fiji's main tourism areas of Nadi, Lautoka, the Mamanuca and Yasawa Islands, Denarau, and the Coral Coast that are home to 74 percent of all bed places. The report estimates the demand for vegetables, fruits, meats, seafood, dairy, herbs, and juice products across hotels in Fiji's main tourism areas. Based on this demand estimate, as well as on feedback from specialists working in the sector and qualitative interviews with hotel chefs, owners, and purchasing managers, the report identifies specific fresh produce items that have potential for import replacement by local agricultural producers. The results and recommendations in this report can be used by the Fijian Government, farmers and suppliers, donor and development partners, hotels, and the broader agricultural industry to develop, fund, and implement the policies and practices required to increase economic linkages between tourism operators and farmers.

AbstractMerger and acquisition (M&A) activity is predominantly driven by a rational‐economic model.A growing body of evidence suggests that M&A outcomes also depend on sociocultural dynamics, especially perceived cultural compatibility.The issue of perceived cultural compatibility, and the emergence and acceptance of a new organizational culture and integrated managerial style are particularly critical to long‐term success.When the M&A is performed at an international level, then the dynamics are complicated by differences in national cultures and associated managerial styles.This article reports on a study to establish whether different national managerial groups (n=480) have similar/dissimilar attitudinal preferences towards strategic alliances with foreign partners. These preferences are then considered in the context of current patterns of actual activity.

Tonga's economy showed recovery from recent shocks on the back of stronger tourism activity and fiscal expansion. In spite of generous grant inflows, Tonga remains at ?high risk of debt distress? according to World Bank-IMF debt sustainability analysis. Executive Directors stressed that fiscal consolidation is necessary to ensure fiscal sustainability, and encouraged authorities to set up a comprehensive debt-management strategy to limit the credit and currency risks. Directors welcomed the government's policy to pursue structural reforms to promote private sector activity and restore fiscal