lnu.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
National and urban public policy in tourism: towards the emergence of a hyperneoliberal script?
University of Canterbury, New Zealand;University of Milano-Bicocca, Italy.
Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship. University of Canterbury, New Zealand;University of Oulu, Finland;University of Johannesburg, South Africa.ORCID iD: 0000-0002-7734-4587
2017 (English)In: International Journal of Tourism Policy, ISSN 1750-4090, E-ISSN 1750-4104, Vol. 7, no 1, p. 4-22Article in journal (Refereed) Published
Abstract [en]

Following the 2007-2009 Global Financial Crisis (GFC), some national governments have been pursuing a counter-reform of the public sector characterised by further policy centralisation and the 'hollowing out' of regional authorities. Public expenditure and sovereign public debt reductions have become the pretext for the implementation of hyperneoliberal development agendas aimed at the attraction of inward capitals and a further 'competitive' repositioning of major cities within a global market. Tourism and the visitor economy have been used as leverage for the attraction of capital and skilled people in the long-term development strategies of cities. This article illustrates how crises have led the way in the recent restructuring of the public sector and of destination management organisations (DMOs) in particular. Findings from national and urban development strategies recently implemented in New Zealand suggest a strong, market-driven agenda that follows a hyperneoliberal script. Copyright © 2017 Inderscience Enterprises Ltd.

Place, publisher, year, edition, pages
Geneva: InderScience Publishers, 2017. Vol. 7, no 1, p. 4-22
Keywords [en]
Adaptation to change and uncertainty, Destination management organisations, Destination marketing organisations, Global financial crisis, Hyperneoliberalism, Metagovernance, Public policy reform, Tourism planning, Tourism policy, Urban tourism, financial crisis, marketing, national economy, neoliberalism, policy reform, tourism management, tourist destination, uncertainty analysis, urban policy, New Zealand
National Category
Economics and Business
Research subject
Tourism
Identifiers
URN: urn:nbn:se:lnu:diva-84359DOI: 10.1504/IJTP.2017.082761Scopus ID: 2-s2.0-85015391374OAI: oai:DiVA.org:lnu-84359DiVA, id: diva2:1323073
Available from: 2019-06-11 Created: 2019-06-11 Last updated: 2019-06-11Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

Hall, C. Michael

Search in DiVA

By author/editor
Hall, C. Michael
By organisation
Department of Organisation and Entrepreneurship
In the same journal
International Journal of Tourism Policy
Economics and Business

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 12 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf