Geography Reference
In-Depth Information
tourism policy system (J.Jenkins 2000). In a broad context, O'Riordan (1971) observed
that:
One of the least touched upon, but possibly one of the most fundamental,
research needs in resource management [and indeed, tourism
management] is the analysis of how institutional arrangements are formed,
and how they evolve in response to changing needs and the existence of
internal and external stress. There is growing evidence to suggest that the
form, structure and operational guidelines by which resource management
institutions are formed and evolve clearly affect the implementation of
resource policy, both as to the range of choice adopted and the decision
attitudes of the personnel involved.
(O'Riordan 1971:135)
Institutions therefore 'place constraints on decision-makers and help shape outcomes…by
making some solutions harder, rather than by suggesting positive alternatives' (Simeon
1976:574). As the number of checkpoints for policy increase, so too does the potential for
bargaining and negotiation. In the longer term, 'institutional arrangements may
themselves be seen as policies which, by building in to the decision process the need to
consult particular groups and follow particular procedures, increase the likelihood of
some kinds of decisions and reduces that of others' (Simeon 1976:575). For example,
new government departments may be established as part of the growth in the activity and
influence of government, particularly as new demands, such as environmental concerns,
reach a high priority on the political agenda.
The setting up of entirely new government departments, advisory bodies
or sections within the existing administration is a well established strategy
on the part of governments for demonstrating loudly and clearly that
'something positive is being done' with respect to a given problem.
Moreover, because public service bureaucracies are inherently
conservative in terms of their approach to problem delineation and
favoured mode of functioning…administrative restructuring, together with
the associated legislation, is almost always a significant indicator of
public pressure for action and change.
(Mercer 1979b:107)
The implications of the structure and nature of the tourist industry are not merely
academic as it is difficult for government to develop policies and design institutions for a
policy area that is hard to determine (J.Jenkins 1993; A.M.Williams and Balaz 2000).
Indeed, quality information concerning the tourist industry is relatively limited when
compared to the collection of information on other industries and sectors of the economy.
Hall and Jenkins (1995) even hypothesise that there is an element of inexperience in
tourism policy formulation and implementation, as much government activity in the
tourist industry is relatively recent when compared with other traditional concerns of
government, such as economics, manufacturing and social welfare, and suggests that
tourism public policies are therefore likely to be ad hoc and incremental. Indeed, Hall
