Summary: Study Questions Of The Articles

Read the summary and the most important questions on Study questions of the articles

• 1 Derkx & Glasbergen

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• Describe the concept and goal of (private) meta-governance.

  Meta-governance can be seen as an indirect form of governing that is exercised by influencing various processes of self-governance. The goal is to enhance coordinated governance in a fragmented system based on a high degree of autonomy for a plurality of self-governing networks and institutions.

• Do you agree with the statement that to develop the coherence that is necessary for effective governance, some kind of central direction and guidance has to be institutionalized?

  Yes, without as central direction or guidance there is no guideline to be followed, everybody will go their own way.

• Discuss what the best type of policy program is for the case sustainability and tourism.

  The weird question: STSC movement and the GSTC Partnership would eventually converge

• In the article, it is stated that having a global system of standards, indicators and accreditation in place (meta-governance) does not guarantee that the tourism sector as a whole will really become more sustainable, why is this, and could it be changed? Discuss.

  Because not all organizations will listen to these standards etc. Ranging from reasons of just making a profit, to simply not being able to live up to it because of money problems. It could be changed, if in every country, the government would implement these standards as rules that need to be lived by with a punishment if this is not done.

• What exactly is the ‘orchestration deficit’ and how does it apply to meta-governance?

  An orchestration deficit is observed in the absence of strategic linkages between public and private sectors, the "orchestration" is not fully working. The orchestration deficit applies to meta-governance as a solution for the deficit.

• 2 Enserink

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• Why is actor analysis important?

  It is of great importance that a problem analysis provides insight into the range of actors involved, as well as their networks. This is due to the fact that the problem owner has to be aware of the interests and objectives of the other actors. Because when they are, in some way, involved with the policy problem, they are affected by the solutions or have means that are essential for solving the problem.

• Could you think of ways an analyst could acquire trustworthy information on the characteristics and relations of the actor?

  Information for an actor analysis can be obtained through text analysis: finding out perceptions, resources, and objectives from written documents. When there is a lack of data, problem perceptions, objectives, interests, and/or dependencies can be estimated by the researcher, using logical reasoning based on the information that is available.

• While the terms “actor” and “stakeholder” are usually used as synonyms, there is a mild difference between them. What is it?

  The difference is primarily the participation. Actors are those parties that have a certain interest in the system and/or that have some ability to influence that system, either directly or indirectly. The term stakeholder is used to refer to those groups that have an interest, or stake, in decision-making processes, but that have relatively few means to influence decision-making or the system

• What are the limitations of an actor analysis?

  
  Limitations of an actor analysis could be: 
  -Lack of data
  -not finding trustworthy sources
  -not getting access to actors and ensuring their collaboration 
  -Knowledge gap
  -opinions can change
  -actor analysis produces a snapshot only (actor’s problem perceptions change continually)

• Actor analysis has its benefits and its flaws. Discuss whether actor analysis is reliable or not.

  
  Benefits: Real-world actor networks can be characterized as messy, dynamic, and ill-defined systems. The task of an analyst is to provide some structure in this mess that allows him to extract some useful lessons for the problem formulation and interaction strategies of the problem owner.
  Flaws: The findings of the actor analysis result in a snapshot. Actors’ problem perceptions change continually, as do their objectives, strategies and mutual relations. This continual dynamic causes strategic and institutional uncertainty. This uncertainty needs to be taken into account.