Decisions taken within the framework of tourism management may have important impacts on the environment that may have in turn feedback effects on the tourism responses. More generally, tourism management practices that are environmentally focused may be reactive, e.g. responding to environmental regulations, or proactive, e.g. effective in order to be competitive with other tourist locations and to satisfy consumers’ preferences. To develop tools which support policy evaluation and decision making processes may be of critical importance in order to account for all the different and often correlated features of the local management of the tourism industry. In order to give guidelines, to correct inefficient management directions and to promote the positive effect of competition between municipalities, the use of performance indicators will prove fundamental. Thus, finding a way to produce simple indicators summarizing different elements which characterize management strategies is crucial to the formation of policy mechanisms. Indeed, as Hart emphasizes, an indicator is ‘something that helps you to understand where you are, which way you are going and how far you are from where you want to be’ (Hart, 1997, p. 67). However, although indicators have a growing resonance in politics, it is often easier to formulate them in theory rather than in practice.
Using data envelopment analysis to evaluate environmentally conscious tourism management
Bosetti V.;
2005
Abstract
Decisions taken within the framework of tourism management may have important impacts on the environment that may have in turn feedback effects on the tourism responses. More generally, tourism management practices that are environmentally focused may be reactive, e.g. responding to environmental regulations, or proactive, e.g. effective in order to be competitive with other tourist locations and to satisfy consumers’ preferences. To develop tools which support policy evaluation and decision making processes may be of critical importance in order to account for all the different and often correlated features of the local management of the tourism industry. In order to give guidelines, to correct inefficient management directions and to promote the positive effect of competition between municipalities, the use of performance indicators will prove fundamental. Thus, finding a way to produce simple indicators summarizing different elements which characterize management strategies is crucial to the formation of policy mechanisms. Indeed, as Hart emphasizes, an indicator is ‘something that helps you to understand where you are, which way you are going and how far you are from where you want to be’ (Hart, 1997, p. 67). However, although indicators have a growing resonance in politics, it is often easier to formulate them in theory rather than in practice.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.