One of the things attracting tourists has taught us is to value the habit of preservation. We have to depend on devoted scholars and archeology diggers and always, tenacious individuals like Dr. Walter Roth. He was a medical man of German stock who moved to Guyana by way of Australia and was the moving spirit in the rise of Georgetown's museum of natural history. As a youth I made many trips to this museum and was fascinated by its presentation and displays; for instance the diorama of gold-digging operations in the far interior, the lighted fish tanks with fish such as the blood-thirsty pirai, a lifelike representation on the wall of the world's biggest freshwater fish, the arapaima, caught in Guyana. A huge live anaconda pans have all but vanished.
Examines opinions concerning goals and outcomes in regards to the Jamaican Ministry of Tourism's Ten-Year Master Plan to enhance tourism and increase shared governance. In addition to secondary sources of information, researchers use primary data obtained through an email survey sent to 540 Jamaican managers and executives.
Talk to Richard Lue and it becomes clear that not nearly enough Caribbean people are heading `home'. Neither are enough African Americans trying to discover the Caribbean, although their connection with the culture has long been established in the U.S. That's why Lue was appointed Air Jamaica's regional manager for special markets in the southern U.S. Another Air Jamaica representative has been given similar responsibilities for the northern states. "It wasn't neglect," said Lue. "It just wasn't accountability. We've always been there. The problem was internally. We feel we can get more out of that (Caribbean) market." "To me it's no big deal," he said. "The problems in Jamaica are serious, but Jamaica has never been an easy sell. But it is a challenge. It is because of 9/11 that we realized we had to diversify our markets and give importance to all the markets. The challenge is there, but we just have to deliver."
This study identifies strategic organizational drivers of corporate environmental responsibility (CER) in the Caribbean hotel sector. Hotels face institutional pressures that question their environmental legitimacy, competitive pressures that force market re-positioning decisions and constraints/advantages based on their resources and capabilities for managing CER. Empirical evidence collected here suggests that CER improves when hotels declare environmental policies; target eco-conscious tourists; are foreign owned; affiliated to MNCs; and experience healthy financial performance. The latter three factors also enable the implementation of environmental policies thereby strengthening CER. They play no such role in how market re-positioning strategies impact CER. Neither did strategic targeting of luxury tourists affect CER. These findings are useful to policy makers in tourism-dependent economies where CER is intrinsically tied to sustainable development and the tourism product is so dependent on the quality of the natural environment in which it is immersed.
