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Tourism policy and international tourism in OECD member countries
Book Reviews should have much more of a managerial focus and less of the traditional academic approach. Managing change is also an issue for OECD to study internally. This criticism is even more relevant in key areas such as Public Management Developments: Survey-1990, OECD (1990), 148 pp., FF130.
133
Developed around six core themes: Studying management; policy-making, planning and objective setting; the skills and functions of management; the information society; management organization and change; and management systems in a search for excellence. An ideal text, with case studies, for use as the management element on interdisciplinary courses in engineering or computer studies, as well as on a wide range of other management.
Green Futures for Economic Growth: Britain in 2010, TERRY BARKER (Ed.), Cambridge Econometrics (1991), 137 pp., L28.75. Quest for Quality, 128 pp., L19.95.
Considers the implications for business and the consumer of greater concern for the environment. A well argued case for looking more closely at the beneficial effects of an environmentally friendly economic strategy. A complementary exercise is a detailed comparison of the environmental impacts of road and rail systems as outlined in Wrong Side of the Tracks, TEST (1991), 271 pp., A45.00. Some useful background to these issues can be found in Environmental Policiesfor Cities in the 199Os, OECD (1990), 91 pp., FFlOO. However all three studies give little attention to the demographic changes expected in the decades ahead as usefully raised in The Demographic Revolution, JANE MCLOUGHLIN, Faber and Faber (1991), 159 pp., A12.99. As she rightly points out: ‘Ifin the year 2000 we look back and wonder what happened to the opportunities of the so-called demographic revolution, we will only have ourselves to blame.’
The Venture Capital Report Guide to Venture Capital in Europe, LUCIUS CARY, Pitman (1991), 5th edn, 960 pp., A54.00.
Tourism Policy and International Tourism in OECD Countries, OECD (1990), 190 pp., FF195.
A massive, essential reference book for anyone involved with the venture capital industry or attempting to raise money from it, particularly in Europe; although those operating elsewhere would also find much of value.
Member
Tourism is now one of the largest (if not actually the largest) industries in the world today. This report contains many pages of useful statistics but the approach is bland and technical, rather than identifying and addressing the sensitive key issues for the future.
New Perspectives on International Marketing, STANLEYJ. PALIWODA (Ed.), Routledge (1991), 374 pp., L45.00. A collection of 18 papers distilled into three parts: First, Challenging the international marketing literature; Secondly, Marketing to China and Japan: research findings; Thirdly, Empirical studies of international marketing that are industryspecific. Unfortunately there is no information on the authors; very few of the references are after 1987 and the approach is academic rather than managerial.
Business Management, 562 pp., E16.95. A comprehensive, introduction to
ROBERT ERSKINE, Prentice
valuable the broad
Hall (1991),
and well presented U.K. based range of management issues.
IAN WEBB, The
Industrial
Society
(1991),
Describes the key practical steps along the road to Total Quality, using six case studies: British Aerospace Airbus Division; Ford Motor Company; John Makepeace and the Parnham Trust; Marks and Spencer; The National Trust and Nimbus Records. A subject that gets insufficient attention from strategic planners and yet it should be an integral part of everything they do.
The Quest for the International Manager: A Survey of Global Human Resource Strategies, KEVIN BARHAM and MARION DEVINE, The Economist Intelligence Unit (1990), 175 pp., Ll49.00. Based on combining work undertaken by the Ashridge Management Research Group with 15 specific case studies. The research found, among other things, that ‘Strategic Awareness’ was the most important characteristic expected in an International Manager; while ‘disruption of children’s education’ and ‘Spouse reluctant to give up own career’ were the two main factors stopping companies giving international experience to managers. The report also rightly emphasized that: ‘The future is not just about international competition or international collaboration; it is also about international learning.’ The case studies covered from: Chemicals, Pharmaceuticals and Health Products (Johnson & Johnson, RhonePoulenc) ; Consumer and Capital Goods manufactures (Electrolux, Fiat, General Electric, The Varity Corporation); Electronics and Telecommunications (Ericsson, NEC); Food and Drink (GrandMet, Pepsi-Cola, Unilever), and Services (Actor, Clifford Chance, Price Watehouse, Scandinavian Airlines System).
133
Developed around six core themes: Studying management; policy-making, planning and objective setting; the skills and functions of management; the information society; management organization and change; and management systems in a search for excellence. An ideal text, with case studies, for use as the management element on interdisciplinary courses in engineering or computer studies, as well as on a wide range of other management.
Green Futures for Economic Growth: Britain in 2010, TERRY BARKER (Ed.), Cambridge Econometrics (1991), 137 pp., L28.75. Quest for Quality, 128 pp., L19.95.
Considers the implications for business and the consumer of greater concern for the environment. A well argued case for looking more closely at the beneficial effects of an environmentally friendly economic strategy. A complementary exercise is a detailed comparison of the environmental impacts of road and rail systems as outlined in Wrong Side of the Tracks, TEST (1991), 271 pp., A45.00. Some useful background to these issues can be found in Environmental Policiesfor Cities in the 199Os, OECD (1990), 91 pp., FFlOO. However all three studies give little attention to the demographic changes expected in the decades ahead as usefully raised in The Demographic Revolution, JANE MCLOUGHLIN, Faber and Faber (1991), 159 pp., A12.99. As she rightly points out: ‘Ifin the year 2000 we look back and wonder what happened to the opportunities of the so-called demographic revolution, we will only have ourselves to blame.’
The Venture Capital Report Guide to Venture Capital in Europe, LUCIUS CARY, Pitman (1991), 5th edn, 960 pp., A54.00.
Tourism Policy and International Tourism in OECD Countries, OECD (1990), 190 pp., FF195.
A massive, essential reference book for anyone involved with the venture capital industry or attempting to raise money from it, particularly in Europe; although those operating elsewhere would also find much of value.
Member
Tourism is now one of the largest (if not actually the largest) industries in the world today. This report contains many pages of useful statistics but the approach is bland and technical, rather than identifying and addressing the sensitive key issues for the future.
New Perspectives on International Marketing, STANLEYJ. PALIWODA (Ed.), Routledge (1991), 374 pp., L45.00. A collection of 18 papers distilled into three parts: First, Challenging the international marketing literature; Secondly, Marketing to China and Japan: research findings; Thirdly, Empirical studies of international marketing that are industryspecific. Unfortunately there is no information on the authors; very few of the references are after 1987 and the approach is academic rather than managerial.
Business Management, 562 pp., E16.95. A comprehensive, introduction to
ROBERT ERSKINE, Prentice
valuable the broad
Hall (1991),
and well presented U.K. based range of management issues.
IAN WEBB, The
Industrial
Society
(1991),
Describes the key practical steps along the road to Total Quality, using six case studies: British Aerospace Airbus Division; Ford Motor Company; John Makepeace and the Parnham Trust; Marks and Spencer; The National Trust and Nimbus Records. A subject that gets insufficient attention from strategic planners and yet it should be an integral part of everything they do.
The Quest for the International Manager: A Survey of Global Human Resource Strategies, KEVIN BARHAM and MARION DEVINE, The Economist Intelligence Unit (1990), 175 pp., Ll49.00. Based on combining work undertaken by the Ashridge Management Research Group with 15 specific case studies. The research found, among other things, that ‘Strategic Awareness’ was the most important characteristic expected in an International Manager; while ‘disruption of children’s education’ and ‘Spouse reluctant to give up own career’ were the two main factors stopping companies giving international experience to managers. The report also rightly emphasized that: ‘The future is not just about international competition or international collaboration; it is also about international learning.’ The case studies covered from: Chemicals, Pharmaceuticals and Health Products (Johnson & Johnson, RhonePoulenc) ; Consumer and Capital Goods manufactures (Electrolux, Fiat, General Electric, The Varity Corporation); Electronics and Telecommunications (Ericsson, NEC); Food and Drink (GrandMet, Pepsi-Cola, Unilever), and Services (Actor, Clifford Chance, Price Watehouse, Scandinavian Airlines System).