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Cooperation is more likely upheld when individuals can choose their interaction partner. However, when individuals differ in their endowment or ability to cooperate, free partner choice can lead to segregation and increase inequality. To understand how decision-makers can decrease such inequality, we conducted an incentivized and preregistered experiment in which participants (n=500) differed in their endowment and cooperation productivity. First, we investigated how these individual differences impacted cooperation and inequality under free partner choice in a public goods game. Next, we calculated if and how decision-makers should restrict partner choice if their goal is to decrease inequality. Finally, we studied whether decision-makers actually did decrease inequality when asked to allocate endowment and productivity factors between individuals, and combine individuals into pairs of interaction partners for a two-player public goods game. Our results show that without interventions, free partner choice, indeed, leads to segregation and increases inequality. To mitigate such inequality, decision-makers should curb free partner choice and force individuals who were assigned different endowments and productivities to form pairs with each other. However, this comes at the cost of lower overall cooperation and earnings, showing that the restriction of partner choice results in an equality-efficiency trade-off. Participants who acted as third-parties were actually more likely to prioritize inequality reduction over efficiency maximization, by forcing individuals with unequal endowment and productivity levels to form pairs with each other. However, decision-makers who had a ‘stake in the game’ self-servingly navigated the equality-efficiency trade-off by preferring partner choice interventions that benefited themselves. These preferences were partly explained by norms on public good cooperation and redistribution, and participants’ social preferences. Results reveal potential conflicts on how to govern free partner choice stemming from diverging preferences ‘among unequals’.
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More women are attending university than ever before and a quarter of the world’s top universities have appointed a female president, but research shows that female academics are being pushed out of academia and are evaluated lower than male lecturers, which could stifle their careers. So what’s the state of play at the moment, and what can we do to redress the balance?
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The purpose of this project was to create a roadmap with selected mechanisms to assist destination management organisations to optimize the benefits generated by tourism for their destination communities and ensure that it is shared equitably. By providing tools to identify and address inequality in terms of access to the benefits and value tourism generates, it is envisaged that a more equitable tourism model can be implemented leading to the fair distribution of benefits in destination communities, potentially increasing the value for previously excluded or underserved groups. To produce the roadmap, the study team will explore the range of challenges that hinder the equitable distribution of tourism-induced benefits in destinations as well as the enabling factors that influence the extent to which this is achieved. The central question the research team has set out to answer is the following: What does an equitable tourism model look like for destination communities?Societal issueHowever, while those directly involved in tourism will gain the most, the burden of hosting visitors is widely felt by local communities. This imbalance has, unsurprisingly, sparked civil mobilisations and protests in destinations around the world. It’s clear that placemaking and benefit-sharing must be part of the future of destination management to maintain public support. This project addressed issues around equity (environmental, economic, spatial, cultural and tourism experience). In line with the intentions set out in the CELTH Agenda Conscious Destinations.Benefit to societyBased on 25 case studies around 40 mechanisms were identified that can grow or better distribute the value from tourism, so that more people in destination communities benefit. These mechanisms are real-world practices already in use. DMOs and NTOs can consider introducing the mechanisms that best fit their destination context, pulling levers such as: taxes and revenue sharing, business incubation and training, licencing and zoning, community enterprises and volunteering, and product development..This report also outlines a pathway to an Equity-Driven Management (EDM) approach, which is grounded in participatory decision-making principles and aims to create a more equitable tourism system by strengthening the hand of destination governance and retaining control of local resources.Collaborative partnersNBTC, the Travel Foundation, Destination Think, CELTH, ETFI, HZ.
Gender barriers are a complex problem, as they are created and maintained by multiple dimensions of our societal system; governments, the corporate world, and by society itself. Within the hospitality industry, one of the most people-oriented sectors there is, gender barriers are especially a problem. Although there is equality amongst the entire Dutch hospitality sector in general (48.2% women, (CBS, 2022)), only 17% of top-management positions within the 5 largest hotel-chains in the country are occupied by women (Hampshire Hotel Group, 2022; Accor Group, 2022; van der Valk International, 2022; NH Hotels, 2022; NIBC, 2022). With the hospitality industry revolving around people and experiences, it is of utmost importance that it represents the actual world-population and society. In order to address the current challenges the industry is facing, it is time to face the elephant in the room; why don’t women get included in top and senior management within the hospitality industry as much as men do? This trajectory aims to identify where gender barriers occur within the Dutch hospitality industry and accordingly develop, and test interventions (enablers) together with two of the largest hotel-chains in the Netherlands, in order to improve women career advancement. The first phases of the trajectory will focus on the entire Dutch hotel sector, while the intervention phase will only be executed in collaboration with NH Hotels and IHG. The final phase of the trajectory will explore the implications of the findings from the industry to hospitality management education. By enabling more women to advance their hospitality careers, this will have a large impact on the industry’s sustainability and resilience, and again positively impact wider society.
The PANTOUR consortium builds on previous knowledge and tools produced by the Blueprint for Sectoral Skills project/NTG Alliance and will develop new tools and methodology to address strategic and sustainable approaches and cooperation between vocational education, training, higher education, enterprises of the tourism sector, looking to boost innovation in Europe (in tourism, leisure and hospitality).Societal IssueThe aim of this project is to map and bridge the existing skills gaps in Green, Social and Digital skills of workforce in tourism, leisure and hospitality.Benefit to societyMaking lifelong learning and mobility a reality, developing innovative learning solutions and promoting inclusiveness and access to education. Promoting active citizenship, building equal opportunities and addressing gender equality, diversity and inclusiveness in targeted actions.The consortium aims especially at designing innovative and cooperative solutions to address skills needs in the tourism ecosystem, with the development of outputs such as: the Sectoral Skills Intelligence Monitor, the Tourism Skills Lab, Resource Books for Trainers, the implementation of the National Skills Groups, a Skills Strategy Plan for 2026-2036, among others. With the exploitation of its outputs, PANTOUR seeks to benefit job seekers, unemployed and employed workers from the industry, employers, SMEs and micro entrepreneurs, dedicating a special attention in reskilling and upskilling the workforce on future skills needs in digital, green and social skills.The number of people benefiting from this proposal will be over 10 million that work across the tourism and leisure sector in Europe.The consortium is a multi-disciplinary partnership which comprises 13 European partners: Industry Partners and Tourism Sector Representatives, Universities and Transnational partners. Project lead is CEHAT (Spain). The other partners are GESTLABOR (Spain), Turismo de Portugal (Portugal), Zangador Research Institute (Bulgaria), Technological University Dublin (Ireland), Federturismo Confindustria (Italy), VIMOSZ (Hungary), European Tourism Association ETOA (Transnational), Satakunta University of Applied Sciences (Finland), Ruraltour (Transnational), Landurlaub (Germany), University of the Aegan (Greece).
