Innovation & Entrepreneurship Assessment Assignment

Innovation & Entrepreneurship Assessment - Assignment Example This will be determined by people who will make purchases from the online program The first product is an online shopping service utilised by online shoppers. Consumers are able to analyse prices of different products and make a purchase. This product will save the customer time; buying many goods at once and money because customers can compare prices from different retailers and pick one that best suits them. The second activity is a juice bar (Crumpton, 2012). The bar will offer a variety of mixtures of fruit juices that are best described as tantalising. The juice bar targets consumers that are health conscious and are ‘going organic’. With the introduction of internet use in the present day, the mode of shopping is fast changing to e-shopping. Many people prefer to do shopping in the comfort of their homes. This online shopping service will allow the general public, who are the target buyers a chance to not only shop in the comforts of their homes without having to walk to the shopping centres. Many people are now aware that eating healthy will result in better health and they are going organic. The target buyers include all age groups and the entire population who are health conscious. Juice drinking has often logged strong sales in established and evolving markets in even in the face of economic recession; this goes to show that the demand for natural juice is high. For online shopping service, customers will be charged a registration fee. All advertisements that will be received from different products will also be charged a fee to advertise their product. The online shopping service will be promoted by advertising online, in newspapers and televisions. Pricing of the juice will be done according to demand and its availability. Promotion of the wide variety of juice being sold at the juice bar will be done online, using billboards, through newspapers and the

Woman in Black theatre review Essay Example for Free

Woman in Black theatre review Essay In June 2012 I had the pleasure of watching The Woman In Black in the Fortune Theatre. A spine-chilling adaptation of the 1983 novel by Susan Hill. The story explores a tale of a ‘woman in black’ who is said to haunt the living, when a young solicitor enters a town where the villagers are reluctant to speak anything of this ghostly character he ultimately discovers why. The play was first performed in 1987 in the Saint Joseph Theatre in Scarborough as a ‘Christmas play’ only to attract profits however it attracted more attention than was expected. Critics raved about the play and it went onto become a success, eventually upgrading to its present location at the Fortune Theatre in Drury Lane. The most remarkable thing about this play is the minimalism of it; there are just two actors throughout the whole of the play and a very minimalistic set, just a trunk, and a chair which the actors themselves have to maneuver in order to create different settings. The audience are initially introduced to the main characters; Arthur Kipps, assisted by a young actor to help him communicate the terrifying events that he faced when on a job in the small town of Crythin Gifford. This play uses the technique of a play within a play to relive Arthur Kipps’ memories. The young actor plays young Arthur Kipps whereas the old Arthur Kipps plays every other character he was faced with. The older actor was tremendous in carrying out his role and would have had to been; playing so many characters and displaying their dialect, body language etc perfectly was outstanding. What really stood out for me was the exceptional use of such simple effects. In each scene the simplistic setting would not be able to portray a realistic one so a simple use of layering and only lighting what you want the audience to see, with the added accompaniment of sound effects would give the intended audience reaction the director (Robin Herford) wants. Sound is one of the fundamental elements of this play. To create a sense of location such as a train station there are recorded voice-overs. However when portraying the scary and shocking moments of the play, unexpected, ear piercing volumes of screams retrieved the audiences most petrified responses.

Four basic characteristics of a successful strategy

Four basic characteristics of a successful strategy 2.1.1 What is Strategy? So, what is strategy? Or, better, what it is not? According to Grant (2005) strategy is not a detailed plan or program of instructions; it is a unifying theme that gives coherence and direction to the actions and decisions of an individual or an organization. Furthermore, there are four basic characteristics of a successful strategy: goals that are simple, consistent and long term; profound understanding of the competitive environment; objective appraisal of the resources; and, effective implementation. Other definitions of strategy include:  · the determination of the long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals (Chandler, 1962),  · the pattern of objectives, purposes, or goals and the major policies and plans for achieving these goals, stated in such a way as to define what business the company is in or is to be in and the kind of company it is to be (Andrews, 1971),  · the match an organization makes between its internal resources and skills à ¢Ã¢â€š ¬Ã‚ ¦ and the opportunities and risks created by its external environment (Hofer and Schendel, 1978),  · the pattern or plan that integrates an organizations major goals, policies and action sequence into a cohesive whole (Quinn, 1980). To simplify things we could say that strategy is when a firm assesses its internal organization and external environment, sets its goals and objectives, and designs the action plan to accomplish them. 2.1.2 A Brief Presentation of some Strategic Concepts The concepts and theories of business strategy have their antecedents in military strategy. The term strategy derives from the Greek word strategia, meaning generalship, itself formed from stratos, meaning army and -ag, to lead. Another early contributor to the forming of the concept of strategy is the Chinese Sun Tzu (about 500 B.C.) with his classic piece of work The Art of War, which is regarded as the first thesis on strategy. In modern times, the field of business strategy has largely been shaped around a framework first conceived by Andrews (1971) in his classic book The Concept of Corporate Strategy. As weve seen above, Andrews saw strategy as the match between what a company can do on one hand (organizational strengths and weaknesses) within the universe of what it might do on the other hand (environmental opportunities and threats). This is how the famous concept of SWOT (strengths, weaknesses, opportunities and threats) has emerged. This concept is examined further in the following chapter. Although the power of the SWOT framework was recognized from the outset, managers were given very few insights about how to assess either side of the equation systematically. The first important breakthrough came from Porter (1980) in his book Competitive Strategy: Techniques for Analysing Industries and Competitors where he introduced the concept of the five forces model. This model focuses on the external side of the SWOT strategic balancing act, helping firms to understand those forces in an industry that give rise to opportunities and threats. In this framework, strategy becomes a matter of choosing an appropriate industry and positioning the firm in that industry according to a generic strategy of either low cost or product differentiation. Again, this concept is examined further in the following chapter. Fig. 2.1(1) The Five Competitive Forces Porter These theories have been criticized mainly because they do not help particular firms to identify and leverage unique and therefore sustainable advantages. Furthermore, studies have shown that internal characteristics of particular firms within an industry can make a difference in terms of profit performance. Based on these experiences, a new perspective, known as the capabilities approaches, which is focused on the internal, organisational part of the SWOT equation, has emerged. Based on this theory, firms are exhorted to compete based on their unique or distinctive capabilities, competences and resources. These approaches assume that the roots of competitive advantage lie within the organization and that the adoption of new strategies is constrained by the current level of companys resources. In this framework, external environment received little (if any) attention. Finally, another approach which tries to bridge the two parts (internal organizational element and external environment) and fulfill the promise of Andrews framework is the resource based view. Like the capabilities approaches, the resource based view acknowledges the importance of company specific resources and competences, yet it does so in the context of the competitive environment. It sees capabilities and resources as the heart of a companys competitive position, subject to the interplay of three fundamental market forces: demand (does it meet customers needs and is it competitively superior?), scarcity (is it imitable or substitutable, and is it durable?) and appropriability (who owns the profits?). 2.1.3 Towards a Knowledge Strategy Model Strategic management models have traditionally defined the firms strategy in terms of its product / market positioning (the products it makes and the markets it serves). The resource based approach, however, prescribes that firms position themselves strategically, based on their resources and capabilities rather than on the products and services derived from those capabilities. Resources and capabilities, especially organizational skills and practices learned over time, can become highly unique to a particular firm and hard to imitate by others. Therefore, competitive advantage based on these resources and capabilities is potentially much more sustainable than that based on product and market positioning. Products and markets may come and go, but the firms capabilities are more enduring. Creating a strategy based on unique resources and capabilities provides a more long-term view of strategy than the traditional approach, and one, which is more robust in todays uncertain and dynamic competitive environment. In modern business, knowledge is being considered the most important strategic resource, and the ability to create and apply it the most important capability for building and sustaining competitive advantage. The firm that knows more about its customers, products, technologies, markets and their linkages, performs better. This view is leading to a further development in the resource based theory called the knowledge based view of the firm. The firm is seen primarily as a vehicle for creating, integrating, storing and applying knowledge. Firms embracing the knowledge based view of the world have many difficult questions to answer in formulating their knowledge strategy. If we update the original model of strategy to reflect todays knowledge intensive environment, knowledge strategy becomes the way in which the firm balances its knowledge resources and knowledge processing capabilities with the knowledge required to create its products for its markets in a manner superior to its com petitors. In essence, firms need to perform a knowledge based SWOT analysis. Identifying which knowledge is a unique and valuable resource, which knowledge processes represent unique and valuable capabilities, and how those resources and capabilities support the firms product and market positions, are the essential elements of a knowledge strategy. The firm must identify what it has to know for a given product / market position. Every firm requires some level of knowledge about its technology, markets, products, customers and industry merely to participate and hold its own in its industry. The strategic choices that companies make regarding these factors directly influence what the firm and its members must know to effectively compete. Furthermore, these choices all set the stage for the development of future knowledge through the processes of learning and innovation. Conversely, the firm, given what it knows, must identify the best product and market opportunities for exploiting that knowledge. The creation of unique, strategic knowledge takes time, forcing the firm to balance short and long-term strategic resources decisions. The firm must therefore determine whether its efforts are best focused on knowledge creation, exploitation, or both, and then balance its knowledge processing resources and efforts accordingly. Other critical issues in knowledge strategy include organizational learning (the ability of an organization to learn, accumulate knowledge from its experiences, and reapply that knowledge is itself a skill or competence that can provide strategic advantage), the competition (the firm must assess the knowledge resources and capabilities required by its industry merely to play the game, those required to be competitive and those required to be uniquely innovative) and how easily the firms knowledge can be imitated (on the one hand, knowledge must be made explicit and transferable to share it among the firm, while, on the other hand, once made explicit it is subject to being appropriated by other firms, reducing or eliminating its competitive value). 2.1.4 Knowledge Strategies It has become clear, especially during the last few years, that the term Knowledge Management (KM) has been applied to a very broad spectrum of activities designed to manage, exchange and create or enhance intellectual assets within an organization. In other words, there is no widespread agreement on what KM actually is. For example, information technology applications that are using the term knowledge management in their title range from the development of highly codified help desk systems to the provision of video conferencing to facilitate the exchange of ideas between people. The one fact that there does seem to be agreement on is that different situations require different KM strategies. In this section we will examine a number of proposed different KM strategies and consider how they can be classified. Then we will look into a range of different driving forces behind the strategies and propose how we can select a suitable knowledge strategy. The main difference between the various approaches in knowledge strategy is that they emphasize different aspects of KM: some focus on the knowledge (content), others on the business processes / areas and some on the end results. (A) Knowledge Matrix One of the most widely accepted and widely quoted approaches is that of the knowledge matrix of Nonaka Takeuchi (see Figure 1.3-2 in chapter 1.3.1). This matrix classifies knowledge as explicit or tacit, and as either individual or collective. Nonaka Takeuchi also propose corresponding knowledge processes that transform knowledge from one form to another: socialisation (from tacit to tacit, whereby an individual acquires tacit knowledge directly from others through shared experience, observation, imitation and so on); externalisation (from tacit to explicit, through articulation of tacit knowledge into explicit concepts); combination (from explicit to explicit, through a systematisation of concepts drawing on different bodies of explicit knowledge); and internalisation (from explicit to tacit, through a process of learning by doing and through a verbalisation and documentation of experiences). Nonaka Takeuchi model the process of organisational knowledge creation as a spiral in wh ich knowledge is amplified through these four modes of knowledge conversion. It is also considered that knowledge becomes crystallized within the organisation at higher levels moving from the individual through the group to organisational and even inter-organisational levels. (B) I-Space In another well-known application, Boisot proposes a model of knowledge asset development along similar lines to that of Nonaka and Takeuchi. In Boisots scheme, knowledge assets can be located within a three dimensional space (Information Space or I-Space) defined by three axes from uncodified to codified, from concrete to abstract and from undiffused to diffused. He then proposes a Social Learning Cycle (SLC) that uses the I-Space to model the dynamic flow of knowledge through a series of six phases: 1. Scanning: insights are gained from generally available (diffused) data 2. Codification Problem-Solving: problems are solved giving structure and coherence to these insights (knowledge becomes codified) 3. Abstraction: the newly codified insights are generalised to a wide range of situations (knowledge becomes more abstract) 4. Diffusion: the new insights are shared with a target population in a codified and abstract form (knowledge becomes diffused) 5. Absorption: the newly codified insights are applied to a variety of situations producing new learning experiences (knowledge is absorbed and produces learnt behaviour and so becomes uncodified, or tacit) 6. Impacting: abstract knowledge becomes embedded in concrete practices, for example in artefacts, rules or behaviour patterns (knowledge becomes concrete) Fig. 2.1(2). Boisots I-Space I In his model, Boisot develops an interesting application of the laws of thermodynamics. This thermodynamic analogy points to the elusive and dynamic nature of knowledge. It seems that what is happening is a cycle in which data is filtered to produce meaningful information and this information is then abstracted and codified to produce useful knowledge. As the knowledge is applied in diverse situations it produces new experiences in an uncodified form that produces the data for a new cycle of knowledge creation. (C) Wiig Model Moving on to the business process side, one of the most widely accepted KM models is that of Wiig and the APQC (American Productivity and Quality Center). Wiig identified six emerging KM strategies in a study of organisations considered to be leading the way in this area. The strategies reflect the different natures and strengths of the organisations involved:  · Knowledge Strategy as Business Strategy A comprehensive, enterprise-wide approach to KM, where knowledge is seen frequently as the product  · Intellectual Asset Management Strategy Focuses on assets already within the company that can be more fully exploited or enhanced  · Personal Knowledge Asset Responsibility Strategy Encourage and support individual employees to develop their skills and knowledge as well as share their knowledge with each other  · Knowledge Creation Strategy Emphasises the innovation and creation of new knowledge through RD. Adopted by market leaders who shape the future direction of their sector  · Knowledge Transfer Strategy Transfer of knowledge and best practices in order to improve operational quality and efficiency  · Customer-Focused Knowledge Strategy Aims to understand customers and their needs and so provide them with exactly what they want. (D) Day and Wendler of McKinsey Company Along the same lines, Day and Wendler of McKinsey Company, identified five knowledge strategies employed by large corporations:  · Developing and Transferring Best Practices Like the Knowledge Transfer Strategy identified by Wiig and the APQC above, this strategy focuses on identifying best practices within an organisation and spreading them across a dispersed network of locations  · Creating a new industry from embedded knowledge This approach is to recognise that an organisation may have knowledge, which it can exploit in new ways. In particular, it may have built up knowledge about its customers, which reveals a gap in the market for a new product  · Shaping Corporate Strategy around knowledge This strategy was identified from the experiences of Monsanto, which encompassed two very different business groups: a chemicals group and a life sciences group. The chemicals group was focused on best practice while the life sciences group was an innovation-based business. The knowledge strategies for these two groups were perceived to be so different that Monsanto decided to sell off the chemicals group and concentrate on the life sciences business. This is an interesting example of the tensions between two very different KM strategies  · Fostering and Commercialising Innovation Similar to the Knowledge Creation Strategy identified by Wiig and the APQC above, this strategy focuses on establishing a competitive position by increased technological innovation and reduced time to market  · Creating a standard by releasing proprietary knowledge The cited example is Netscape who responded to the rapid decline of its market share in the internet browser market by making its source code publicly available at no cost. The strategy is an example of the Intellectual Asset Management Strategy identified by Wiig and the APQC study. In this case, Netscape felt that it could capitalise on a key asset (its source code) by giving it away. In return, it hoped to establish its browser as a widely used standard (increased by the adaptation to new specialty areas) and gain indirectly, by securing its share of a complementary product, namely: server software. (E) Three Value Disciplines (Treacy and Wiersema) Moving to the area of strategies based on the end results, we could refer to Treacy and Wiersema who proposed three value disciplines, as a way to focus an organisations activities. In this model, successful organizations concentrate their efforts on a particular area and excel at it, rather than trying to be all things to all people and failing to excel at anything. The three areas are:  · Customer Intimacy  · Product Leadership  · Operational Excellence These value disciplines reflect the fact that value is determined as a trade-off between convenience, quality and price. It is the inherent tension between these three qualities of a product that makes it necessary for an organisation to focus on excelling at just one of them. There are a few organisations that have managed to become leaders in two disciplines, but they have done this by focusing on one area first before turning to a second one. At a simplistic level, there are three primary elements to any competitive business: the business itself, its product(s) and its customers. Each of these components represents the focus of attention for one of the value disciplines. The focus is on the customers and their needs and desires when pursuing Customer Intimacy; the focus is on the product(s) when pursuing Product Leadership; and the focus is on the organisation itself and its delivery processes, when pursuing Operational Excellence. Some organizations will concentrate on their relationship with their customers (to increase customer satisfaction and retention by better understanding the customers needs and preferences). Other organisations will focus on their products (constantly developing new ideas and getting them to market quickly). The third group of organisations focus primarily on themselves and their internal processes (sharing best practices between different units, reducing costs and improving efficiency). (F) Zacks Strategy Another approach to identifying what KM strategy to take is proposed by Zack. He proposes a framework which helps an organisation make an explicit connection between its competitive situation and a knowledge management strategy to help the organisation maintain or (re-) establish its competitive advantage. He makes it clear that while each organisation will find its own unique link between knowledge and strategy, any such competitive knowledge can be classified on a scale of innovation relative to the rest of the particular industry as: core, advanced or innovative:  · Core knowledge is a basic level of knowledge required by all members of a particular industry. It does not represent a competitive advantage, but is simply the knowledge needed to be able to function in that sector at all.  · Advanced knowledge gives an organisation a competitive edge. It is specific knowledge that differentiates an organisation from its competitors, either by knowing more than a competitor or by applying knowledge in different ways.  · Innovative knowledge is that which enables a company to be a market leader. It allows an organisation to change the way a sector works and represents a significant differentiating factor from other organisations. Having identified the organisations competitive knowledge position, Zacks approach is to use a SWOT analysis to identify the strategic gaps in an organisations knowledge. This allows the organisation to identify where it has knowledge which it can exploit and where it needs to develop knowledge to maintain or grow its competitive position. This is achieved by analysing the organisations knowledge position along two dimensions:  · Exploration vs. Exploitation This is the degree to which the organisation needs to increase its knowledge in a particular area vs. the opportunity it may have to leverage existing but under-exploited knowledge resources.  · Internal vs. External Knowledge This refers to whether the knowledge is primarily within the organisation or outside. Some organisations are more externally oriented, drawing on publications, universities, consultants, customers, etc. Others are more internally oriented, building up unique knowledge and experience, which is difficult for competitors to imitate. Putting these two dimensions together, Zack describes organisations which are more exploitative of internal knowledge as having a Conservative KM Strategy while those that are more innovative (exploring external knowledge) have a more Aggressive KM Strategy. However, he points out that a KM Strategy cannot be made without reference to competitors. Thus, some industries (where knowledge is changing more rapidly) tend to be characterized by more aggressive firms, while other industries are generally more conservative. Summary Given that the classifications by knowledge listed above (Nonaka Takeuchis knowledge matrix and Boisots I-Space model) focus on the process of knowledge transformation and that most real world processes operate on a continuum rather than a step transformation, it is perhaps not surprising to find that some researchers have suggested that explicit and tacit knowledge should be considered to be at the ends of a spectrum of knowledge types rather than being the only two categories on that spectrum. Beckman has suggested that implicit knowledge is an intermediate category of knowledge that is tacit in form, but is accessible through querying and discussion. Nickols proposes that Nonaka Takeuchis categories should be further broken down according to whether they focus on declarative or procedural knowledge. What is needed is a classification that proposes a spectrum of knowledge management approaches. If this spectrum can accommodate the various approaches suggested previously, then it can be considered to be sufficiently comprehensive to be useful. Derek Binney provides a framework, the KM Spectrum, to help organisations make sense of the large diversity of material appearing under the heading of KM, and to help them assess where they are in KM terms. His focus is on the KM activities that are being carried out, grouped into six categories:  · Transactional KM: Knowledge is embedded in technology  · Analytical KM: Knowledge is derived from external data sources, typically focussing on customer-related information  · Asset Management KM: Explicit management of knowledge assets (often created as a by-product of the business) which can be reused in different ways  · Process-based KM: The codification and improvement of business practice and the sharing of these improved processes within the organisation  · Developmental KM: Building up the capabilities of the organisations knowledge workers through training and staff development  · Innovation/creation KM: Fostering an environment, which promotes the creation of new knowledge, for example through R D and through forming teams of people from different disciplines. Binneys analysis is interesting because it reflects aspects of both the knowledge-centred classification of KM and the business perspectives classification of KM. In terms of business perspectives, Binneys categories reflect activities that support particular perspectives; for example, Asset Management KM matches Wiigs intellectual asset management strategy, while Innovation and Creation KM reflects Treacy Wiersemas product leadership strategy. Yet, Binneys categories also form a progression from the management of explicit knowledge at one end to tacit knowledge at the other. So, for example, Transactional KM involves codifying knowledge and embedding it in applications such as Help Desk Systems or Case Based Reasoning systems, while Innovation and Creation KM focuses on facilitating knowledge workers sharing and creating new knowledge which rests in a tacit form in their heads. For each element of the spectrum, Binney also lists a set of enabling technologies used to implement those kinds of KM Applications. This provides an alternative way to identify KM activity already being undertaken within an organisation, even if not previously perceived in KM terms (Table 1). Table 1 Enabling technologies mapped to the KM Spectrum (Binney, 2001) Transactional Analytical Asset Management Process Developmental Innovation Creation Expert Systems Cognitive Technologies Semantic Networks Rule-based Expert Systems Probability Networks Rule Induction Decision Trees Geospatial Information Systems Intelligent Agents Web Crawlers Relational and Object DBMS Neural Computing Push Technologies Data Analysis and Reporting Tools Document Management Tools Search Engines Knowledge Maps Library Systems Workflow Management Process Modeling Tools Finally, we should note that the latest developments in the field suggest that the KM strategy in a modern, rapidly changing business environment should be dynamic, meaning it should change to follow the developments in the way the business functions or the competition is progressing in the industry. Scholars even go on to propose different KM strategies for different departments of the same organization.

Edgar Allen Poe: A great American Icon :: essays research papers

Edgar Allan Poe’s unique, fearless and morbid writing style has influenced literature throughout the world. He was once titled the "master of the macabre" (Buranelli, 57). One of the aspects in his life with which he struggled was social isolation. He used this as a topic in a number of poems and short stories. Poe's life was also filled with periods of fear and irrationality. He had a very sensitive side when it came to the female gender, any woman he was ever close to died at an early age. Another of his major battles, actually the only one he really lost, was his struggle with alcoholism. Of all these topics, Poe's favorites were the death of a beautiful woman, a feeling, which he knew all too well, and the general topic of death. Edgar Allan Poe endured a very difficult life and this is evident in his literary style. Suffering through several periods of fear and irrationality during his life, Poe included those experiences in many of his more famous works. One of these periods involved experiences in joining the army in order to get away from his foster father after the death of his foster mother (Buranelli, 13). These periods of fear and irrationality were the cause of his misfortune and poor social status. His peers for these episodes looked him down upon. Poe expressed this theme throughout almost all of his short stories and poems. "Many of his stories exhibited abnormal states of mind and are constructed in terms of a single mad obsession†(Buranelli, 28). His insane ways made his work stand out from the normal short story, or poem. He was able to twist his stories and poems around in a way that almost seemed real, and was definitely intriguing. An example of this could be found in the â€Å"Black Cat†(Harrison, 257). The character took the eyes out of the first cat and then killed it. After that he proceeded to "accidentally" kill his wife with an ax, and bury her in a wall. Another example of Poe's insanity demonstrated within his works was located in â€Å"The Tell Tale Heart† (Harrison, 555), where Edgar stalked a man and eventually killed him. He then dismembered the body, took out his heart, and buried the man under the house. He later confessed to the police because he believed he could hear the heartbeat of the man.

The Advantages of Late Exit Bilingual Education

Imagine being brought up in a family speaking only one language for your entire life and then you had to move to a foreign land where the language is different. If you had a choice of progressively learning this new language over the course of six to nine years or being put into a classroom and have to virtually teach yourself the language by listening to others around you which would you choose? Late exit bilingual education is a more effective form of bilingual education compared to the English immersion form of bilingual education in the fact that there are more benefits and less adverse effects. There are many reasons why late exit bilingual education should be the choice of public schools everywhere with high minority populations. One of the effects of late exit bilingual education is that the students would be able to maintain their cultural background instead of having to give up one or the other. Language is a big part of a person†s culture. Late exit bilingual education gives the non-English speaking students more time to master the English language which is not an easy language to learn in three years as the English immersion strategy teaches. The findings of the Ramirez team in 1991 evaluating the effectiveness of English immersion, early exit bilingual education, and late exit bilingual education further prove why late exit bilingual education is the one that needs to be used. To look at why keeping one†s culture is important one just needs to look at how and why this country was founded. The first Americans from England came here so they wouldn†t have to conform to everything the rulers of England wanted. Immigrants founded this country. One of the greatest things about the United States is that there are so many different types of cultures everywhere you look. It is true that one needs to learn the English language to be successful, but forcing one to give up his or her cultural background is going against everything this country stands for. English immersion does just that by forcing the student to give up his or her cultural background and language (Faltis 191). Late exit bilingual education allows the child to progress effectively through the educational system with the instruction given in English to the extent to make this possible (Schneider, 1976, p. 128. ). To throw a student into a classroom that speaks a language that is not familiar to them and forcing them to adjust in three years like English immersion does is not fair to the student. A sink or swim technique is not very beneficial and can cause more harms than good. The English language takes longer than that to gain mastery in even for people who have a firm English base to start from. The expected time to master the English language is anywhere from four to nine years for the average person (Collier, 1992). Students who don†t have time to develop their L1 or English will not succeed in all-English classrooms (Cummins, 1981). Time is needed for development, which is just not offered with English immersion. I was in a class with three Hispanic immigrants while I was in high school. They knew no English and were forced to adapt to the all-English environment through English immersion. The classes were difficult for English speaking students let alone students who didn†t understand what was going on around them. As expected by the observers of these students, the immigrant students passed the class with D- ‘s only because the teacher felt it was the best thing for them. We need to realize that these non-English speaking students and other like them who go through the English immersion program will graduate from high school by the mercy of teachers and will not be prepared to be successful in the so-called ‘real world†. This leads me to statistics that further the notion that late exit bilingual education is more effective than English immersion. These results were published in the Ramirez report. The Ramirez report contains some very important evidence that suggests late exit bilingual education is the more beneficial program to use. By looking at the report it is clear that even teachers of the English immersion strategy believe that many of the students in their classes would be better off if they remained in the program for more than the three years that it takes now. The report has evidence that suggests the students should be provided with instruction in their primary language until they are able to profit from the English only instruction. Another important detail that came out of the Ramirez study was that the home language of the student should be used for instruction and as a way for parents to assist their children in their learning. Parental involvement appears to be the greatest in the late exit program. The study suggests that schools should explore how they might use the students† home language to get the parents involved in the schooling of their children. Whether it†s from the Ramirez report, my personal experiences, or the fact that it takes more than three years to even get close to mastering the English language it is clear to see that the English immersion program is not the way to go, but rather late exit bilingual education. If public schools want to prepare the minority student for the world after high school they need to use late exit bilingual education and give them the best chance to succeed while at the same time allowing them to keep there cultural and native language. It is clear that there are more benefits to late exit bilingual education compared to English immersion.

Sustainable Tourism Development

This article was downloaded by: [113. 210. 1. 106] On: 22 March 2013, At: 07:28 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK Journal of Sustainable Tourism Publication details, including instructions for authors and subscription information: http://www. tandfonline. com/loi/rsus20 A Framework of Approaches to Sustainable Tourism Jackie Clarke Version of record first published: 29 Mar 2010.To cite this article: Jackie Clarke (1997): A Framework of Approaches to Sustainable Tourism, Journal of Sustainable Tourism, 5:3, 224-233 To link to this article: http://dx. doi. org/10. 1080/09669589708667287 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www. tandfonline. com/page/ terms-and-conditions This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, lo an, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden.The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae, and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand, or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 A Framework of Approaches to Sustainable Tourism Jackie ClarkeSchool of Business, Oxford Brooks University, Wheatley Campus, Wheatley, Oxford OX33 1HX Based on an extensive literature review, this paper proposes a framework of approaches to sustainable tourism. The framework is composed of four positions, chronologically sequenced according to th e dominant understanding of sustainable tourism as a possession or goal. The positions are those of polar opposites, continuum, movement and convergence. The framework offers insights into the development of the sustainable tourism concept and enables identification of an author’s approach to the concept. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013Introduction The understanding of sustainable tourism has developed from the early ‘is it or isn’t it sustainable tourism’ debate, to the acceptance that research energy should be channelled into practical ways of assisting all forms of tourism to move towards sustainability. The fundamental difference is the assumption of the former, that sustainable tourism is, in some manner, already a possession of certain types of tourism or situation, against the acknowledgement of the latter, that sustainable tourism is not an inherent characteristic of any existing form or situation, but a goal that all touris m must strive to achieve.The tremendous volume of output on the subject over the last decade (Brown, 1991) has contributed to the recognised ambiguity in terminology (Beioley, 1995; De Kadt, 1990; Lanfant & Graburn, 1992; Murphy, 1994; Pearce, 1992, etc. ) and the surfeit of labels. For example, ecotourism has no unequivocal usage. It has been expressed as a symbiotic relationship between tourism and nature conservation (Farrell & Runyan, 1991; Valentine, 1993), been equated with nature tourism (Boo, 1990), and constructed as a Venn diagram (Buckley, 1993; Wight, 1995). Occasionally, labels are combined to produce hybrids (see, for example, Dernoi, 1988; Wight,l995).As a concept, sustainable tourism is still evolving. A Framework of Approaches to Sustainable Tourism Based on a critical literature review of both academic and industry contributions, the proposed framework comprises four positions of understanding of sustainable tourism. These four positions:  · are broadly chronolog ical, reflecting the dominant approach to sustainable tourism and offering insights into the concept’s development;  · provide a structure within which an author’s approach to the concept may be identified, affording insights for literature reviews.The framework is envisaged as complementary to other work (see, for example, Cazes, 1989; Pearce, 1992). As early literature commonly fixed on scale as the distinguishing feature, this is the unifying theme for the framework. As a 0966-9582/97/03 0224-10 $10. 00/0 JOURNAL OF SUSTAINABLE TOURISM  ©1997 J. Clarke Vol. 5, No. 3, 1997 224 A Framework of Approaches to Sustainable Tourism 225 criterion, scale has shifted from an emotive or even antagonistic role to neutral ground. An overview of the framework shows the positions forming two pairs.The first pair regard sustainable tourism as a current possession of a particular scale of tourism, whilst the second pair treat the phenomenon as a goal to be striven for. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 The first position of polar opposites A term adapted from Pearce (1992), the first, and probably the earliest of the four positions, was that of mass tourism and sustainable tourism conceived as polar opposites (see Figure 1). Alternative tourism was the popular label for sustainable tourism, mutual exclusion being implicit in the term.As a force, sustainable tourism was understood to be pulling away from mass tourism, which served as a point of repulsion (for commentary, see Butler, 1991; Cazes, 1989; Krippendorf, 1987; Nash, 1992; Richter, 1987; Travis, 1988; Valentine, 1993). Thus, sustainable tourism and mass tourism were stereotyped as the ‘good’ and the ‘bad’. The negative social and environmental impacts experienced at destinations were attributed solely to mass tourism, which was couched in emotive terms such s ‘hard’, ‘ghetto’, or ‘destructive’ tourism. Of course, mass tourism also related to scale, and the scale of the tourism involved was the principal defining characteristic for the polar opposite approach. Wheeller (199la) summarised scale as the focal point: the traveller is preferred to the tourist, the individual to the group, specialist operators rather than the large firms, indigenous accommodation to multi-national hotel chains, small not large — essentially good versus bad. Wheeller, l991a, author’s emphasis) Representing mass tourism, a Director of the Thomson Travel Group lampooned the approach by recounting his situation as an ecotourism speaker at a Royal Geographical Society gathering as being: rather like a cattle baron addressing a congress of vegetarians. (Brackenbury, 1992: l0) At its most extreme, advocates of alternative tourism pressed for a total replacement of mass tourism (cited in De Kadt, l990, 1992; Lanfant & Graburn, 1992) and of Cohen’s (1972) institutionalised tourist.Arguably, the position of polar opposites was strengthened by the presentation of mass versus sustainable characteristics in diametrically opposed tables (see, for example, Krippendorf, 1982; WTO, 1989). Such tables were developed into concrete notions of ‘bad’ versus ‘good’ (see Lane, 1989, 1990). ‘Mass tourism’ Conceptual barrier ‘Sustainable tourism’ Figure 1 Position 1: polar opposites 226 Journal of Sustainable Tourism Thus the earliest understanding of sustainable tourism was one of a dichotomised position.Believers in the polar opposite approach clearly regarded sustainable tourism as a possession of an existing type of tourism based on small scale characteristics. Ownership was claimed by tourism forms opposed to mass tourism. In short, small was synonymous with sustainable. Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 The second position of a continuum By the 1990s, the original position of polar opposites was generally rejected as u nproductive, but the notion of a continuum between sustainable tourism and mass tourism presented a flexible adaptation of the earlier ideas (see Figure 2).In recognition that sustainable tourism utilised the infrastructure, transport and reservation systems of mass tourism (see De Kadt, 1990, 1992; Krippendorf, 1987; Wheeller, l991a), spawned an accompanying tourism industry structure (see Cohen, 1987, 1989; Krippendorf, 1987), and had the potential to develop into mass tourism if not properly managed (Butler, 1990, 1992; Tourism Concern, 1992), the simplicity of polar opposites was adjusted to a continuum between the two extremes. Variations were appropriately placed along the spectrum (see, for example, Davidson, 1992).Although allowing some measure of degree, the continuum understanding of sustainable tourism still regarded the phenomenon as a possession and used scale as the defining criterion. Polar opposites and continuum therefore formed a natural pair. However, the continuu m approach to sustainable tourism was only ever loosely established; understanding was moving in a new direction. ‘Mass tourism’ ‘Sustainable tourism’ Figure 2 Position 2: continuum Criticisms: too simple, too impractical Criticisms and queries have been voiced over these early approaches to sustainable tourism.The idea of polar opposites representing ‘right’ and ‘wrong’ was denounced as ‘grossly misleading’ (Butler, 1990). Most criticisms related to one or both of the following:  · Too simple: the inadequate appreciation of tourism as a dynamic and complex phenomenon resulting in the inherent flaws in this understanding of sustainable tourism.  · Too impractical: the question of scale and the inability of this narrow view of sustainable tourism to offer practical solutions to the global problem of the burgeoning volume of tourist arrivals.Tourism is a complex and dynamic phenomenon (Heath & Wall, 1992; Przeclawski , 1993), yet sustainable tourism from the polar opposite and continuum positions assumed a homogeneity and simplicity in conflict with reality (Cooper et al. , 1993). Faced with the dramatic growth in international tourism from the 25 million trips of 1950 (WTO, 1993) to the 531 million of 1994 (WTO, 1995a) and its continued predicted growth (WTO, l995b), the replacement of mass tourism with the sustainable tourism promoted by the two positions was illogical. Being small scale, sustainable tourism lacked the capability (Butler,A Framework of Approaches to Sustainable Tourism 227 Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 1990; Cohen, 1987; Cooper et al. , 1993; Fennell & Smale, 1992; Pearce, 1992). Sustainable tourism could neither manage the number of arrivals nor replace the economic benefits accrued (Butler, 1992; Cohen, 1987). For Wheeller (1990, l991a, l991b), the idea was a ‘micro solution’ struggling with a ‘macro problem’. Furthermore, this understanding was inward-looking, failing to recognise the importance of other industry sectors and the wider perspective of sustainable development (Hunter, 1995).Indeed, the second pair of positions better demonstrate the influence of the sustainable development landmarks that shaped the concept (for example, IUCN, 1980, 1991; The World Commission on Environment and Development, 1987; the GLOBE ’90 and ’92 conferences; The United Nations Conference on Environment and Development with Agenda 21). Other criticisms concerned issues such as elitism (Cazes, 1989; Richter, 1987), the problems of ensuring local ownership and control (Cater, 1992), and inbalances in power (Wheeller, 1990, l991a, l991b).Butler (1990) argued that the approach to sustainable tourism portrayed a static picture of impacts. The revision of features related to time and process produced a less flattering scenario (Butler, 1990). For example, the more intense contact between host and guest over a longer duration resulted in greater damage to the fragile host culture than was readily apparent in the ‘good’ versus ‘bad’ tables. The emergence of these tables was partly a response to an over-simplistic interpretation of Krippendorf’s work (1982, 1987). Krippendorf (1987) was not opposed to mass tourism as long as it progressed towards ‘harmonious’ tourism.In fact, he urged that: only if we succeed in living with tourism as a mass phenomenon, ? , can we claim to have made a decisive step forward, (Krippendorf, 1982: 111, author’s emphasis) an assertion often overlooked by proponents of a polar opposite or continuum approach. The third position of movement Criticisms of the earlier understandings of sustainable tourism, coupled with a closer alignment to sustainable development, resulted in the demand to change mass tourism to more sustainable forms (see, for example, Bramwell, 1991; Butler, 1990, 1991; Cohen, 1987; De Kadt, 1 990; GLOBE, 1990; EIU, 1992).If the main problem of modern tourism is that of its huge number, (Krippendorf, 1987: 42, author’s emphasis) then mass tourism was the most visible and sensible candidate for initial reform. The sustainable tourism as understood under movement differed from the earlier definitions of sustainable tourism on three key dimensions:  · The issue of scale became more objective and less emotive. Mass tourism became the subject for improvement, rather than the derided villain.  · Sustainable tourism became the goal for attainment, rather than the possession of an existing scale of tourism. Operationalising current knowledge to move towards the goal became the 228 Journal of Sustainable Tourism (’mass tourism’) Large scale tourism Sustainable Tourism Goal Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 Figure 3 Position 3: movement practical focus of effort, rather than the ‘is it or isn’t it sustainable tourismâ€⠄¢ debate of previous years. Figure 3 illustrates the understanding of sustainable tourism by movement advocates. As a label, large scale tourism is preferred to mass tourism, for it sheds the negative connotations.Viewed objectively, large scale tourism possesses strengths which could be used to advantage:  · The environment is attacked by other industries, such as mining and manufacturing (EIU, 1992; McKercher, 1993), and tourism is dependent on environmental quality. The tourism industry must protect its assets; size is important, as large players exert pressure through lobbying power.  · Large scale operators have the marketing and communication skills, plus contact opportunities in bulk, to actively foster interest in sustainable tourism amongst the millions of consumers who purchase their products. Large size confers influence over suppliers and distributors, which could be used as a persuasive force for the introduction of sustainable policies along the supply chain. Of c ourse, there are less altruistic reasons for large scale tourism to instigate movement towards the sustainable tourism goal. The imposition of environmental regulatory control by governments grappling with world problems of acid rain, ozone layer depletion and global warming require a minimum response of compliance.From the demand side, the rise of consumer interest in green issues (see ETB, 1992a, 1992b; Green, 1990) provides the classic incentive of consumer needs. The interest expressed by consumers through financial institutions in environmental practices is a further motive. There are over thirty an ag em en im ts pa ct ys -e as nv ses tem iro nm s s – re ent men use t al Guid , re au eline cyc di s for le, red t susta uce inab le to urism Equity Company/organisation focus ta lm s pac im cts al pa lob G im al sic y ph al/ gic olo Ec (’sustainable tourism’) Small scale tourism iro nm en En v -e nv iro nm e nt al A Framework of Approaches to Sustainable Touri sm 229 Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 environmental or ethical funds in the United Kingdom, representing approximately ? 750 million of investment; according to independent financial advisors Holden Meehan (1994), the idea of ‘profit with principle’ has moved from the fringe to the mainstream.Investors are stakeholders requiring satisfaction. There are many examples of large scale tourism proactively moving towards the goal of sustainable tourism (see Middleton & Hawkins, 1993, 1994; WTTERC, 1991–1994). British Airways was one of the first tourism companies to publish an environmental report (British Airways, 1991), the International Hotels Environment Initiative was a sector-specific project (Van Praag, 1992), whilst the ‘Green Globe’ programme was targeted across the tourism sectors (WTTERC, 1994).The World Travel & Tourism Council, a coalition of Chief Executive Officers from international tourism companies, established th e World Travel & Tourism Environment Research Centre (WTTERC) to monitor, assess and communicate objectives, strategies and action programmes in respect of environmental management (WTTERC, 1992). Over one hundred guidelines and codes of practice relating to tourism were identified (WTTERC, 1993); the environmental guidelines of the WTTERC itself provide a useful synopsis of the large scale understanding of sustainable tourism (WTTERC, 1992).As Figure 3 demonstrates, the focus of this approach is on the physical/ecological environment, with an emphasis on environmental management systems, incorporating techniques such as environmental audits of products, processes and issues, and environmental impact assessments. The fourth position of convergence The framework culminates in a position of convergence (see Figure 4). This position represents the latest understanding of sustainable tourism as a goal that all tourism, regardless of scale, must strive to achieve (see, for example, Inske ep, 1991).Accepting that the concept of sustainable tourism is still evolving, the absence of a precise goal definition is less important than general movement in the correct direction. Appreciating the wider role of sustainable development, this final position recognises two interpretations of sustainable tourism. The large scale interpretation of sustainable tourism (as portrayed in position three) has a dominantly physical/ecological perspective expressed as a business orientation. The small scale interpretation of sustainable tourism offers a social slant from a local or destination platform.It is akin to the understanding of sustainable tourism as alternative tourism under position one, except for the crucial recognition of the concept as a goal rather than a possession. Both interpretations:  · focus on the implementation of their current knowledge of sustainable tourism to move towards the ultimate goal of sustainability;  · seek future progress towards the desired goal t hrough the twin processes of further development of ideas inherent in their own interpretation and by adaptation of ideas found in the other.Together, this results in convergence towards the goal of sustainable tourism. For example, in this quest, large scale tourism is experimenting with techniques for inducing shifts in tourist behaviour compatible with environmentallyfriendly travel, an educational component instigated by the small scale enterprises. Thomsons now provide environmental guidelines for guests; TUI 230 Journal of Sustainable Tourism Downloaded by [113. 210. 1. 106] at 07:28 22 March 2013 Large scale tourism al nm vi ro En Figure 4 Position 4: convergence ave produced an environment ranking for products featured in all their mainstream Euro-brochures. In turn, small scale enterprises are learning about the development of effective environmental management systems, originally the territory of large scale organisations. In the UK, the environmental audit was promoted fo r small scale concerns by the West Country Tourist Board’s (1993) ‘Green Audit Kit’; the project was then taken nationwide. In addition, by embracing sustainable development, both interpretations are receptive to further ideas generated from outside the tourism sector.Like large scale tourism (see position three), the small scale interpretation of sustainable tourism has produced guidelines and codes of good practice (see, for example, ETB, 1991; Countryside Commission, 1991; Green, 1990), established destination-based projects (for example, the Devon-based Tarka Project) and offered and disseminated advice to interested parties (ETB, 1992a, 1992b, 1993). -e nv iro nm en ta l en t im g olo Ec m an ag em y ph al/ ic al sic en ts pa ct ys -e as nv s e s te m ir o nm sm s – re en use tal ent Guid , re au eline cyc s for le, r dit sust edu aina ce ble t ouri sm Equity Company/organisation focus ba Gl p l im s act p im Sustainable Tourism Goal ts ac Local area identity focus Equity Guid e Loc lines for al c sust ont aina Ed rol ble t uc ouri ati To sm on u of Au ris hos tc th t/to e n ha r uri tic act st ity eri s ti cs s act ts mp pac y al i rit ultur l im a c teg loc In o cial/ tion/ a S stin De Small scale tourism A Framework of Approaches to Sustainable Tourism 231 The completed framework Taken as a whole, the framework both structures and partially explains some of the conflicts and debates that have occurred in sustainable tourism.Although due regard should be given to the limitations of a framework based purely on a literature review and purporting to be complementary in nature rather than encompassing, it does present insights to past development whilst taking a view as to the direction of future advances. 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