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4: Creativity and City Tourism Repositioning: The Case of Valencia, Spain

Artal-Tur, A.; Kozak, M. CABI PDF

4

Creativity and City Tourism

Repositioning: The Case of Valencia, Spain

José María Nácher Escriche* and Paula Simó Tomás

University of Valencia, Valencia, Spain

4.1  Introduction

Creative activities are important regional facilitators. The urban interaction of the professionals of art, communication, universities, science and R&D leads to an increase in productivity, quality of life and competitiveness. These creative clusters attract other creative professionals, generating leisure or professional visits, which in turn may generate the decision to reside in the visited destination. Urban positioning strategies show a growing interest in the creation or attraction of creative activities.

This paper reviews the creativity and tourism literature, proposes a research method to detect creative flows and makes a first approach to the case of Valencia, Spain, a city with a long history of creativity and with a present that can make it a remarkable

European creative destination.

4.2  Creative Industries and Cities

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2 Flip Your Mindset

Gentry, William A. Berrett-Koehler Publishers ePub

I’m driving home Friday. I’m pumped about my raise. All these thoughts start going through my head, like, “How am I going to celebrate? What will I do with that extra money each paycheck? What new things will I buy? Maybe those golf clubs I’ve wanted.” Then it hits me—I’ve got to lead people now. I’ve been an individual contributor all my working life. How do I suddenly start on Monday being a boss?

I felt awesome driving home. It really was an honor that my organization wanted to promote me into a leadership role. And that the executive team and others in my organization thought that highly of me? Wicked awesome.

Being a boss was a new challenge for me. Yeah, I was hesitant. But I really was up for it. I’ve always been up for a challenge.

But I definitely had that “Oh bleep” feeling too. I knew that when I sat down at my desk on Monday, that comfortable feeling of being in control, responsible for me and my actions alone, and the confidence that I was pretty darn good at what I did, would vanish. I knew that on Monday, something would be different. I had to be different.

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Medium 9780861966608

Chapter 8 Localization Strategies of International Media Companies: Entering India in the 1990s

NoContributor John Libbey Publishing ePub

Localization is an expensive option. Why, then, do global media corporations do it, even when there is no regulatory pressure on them to do so, as in India? The basic aim is to gain acceptability among audiences, advertisers and those who monitor cultural or moral standards. I will focus on the localization strategies of companies that are the progeny of corporate alliances and local partners. I argue that in tracing these strategies one must look beyond manifest content to underlying homogenization in the modes of production and distribution. Corporations absorb the uncertainty of local market taste by decentralizing or out-sourcing local production. These collaborators then become the foothold for outsiders to gain inside positions, as well as giving local operators an outlet to global networks. Specific practices of localization include (a) localization of programming content, which includes (i) splitting satellite beams; (ii) ceding creative autonomy to locals; (iii) creating culturally specific made-for-market programming; (iv) enhancing visibility to local artists; (v) basing local programming on American formats; and (b) the cosmetic localization of programming through (i) dubbing, (ii) sub-titling, and (iii) using local hosts to “link” programming. But it is only in the larger cultural-linguistic markets that we see customization take place.

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Medium 9781628871326

The Savvy Traveler

Patricia Harris FrommerMedia ePub

The Metro stop near Torre Agbar.

Before You Go

Government Tourist Offices

In the U.S.: 60 E. 40th St., 53rd Floor, New York, NY 10165 (  212/265-8822); 8383 Wilshire Blvd., Ste. 956, Beverly Hills, CA 90211 (  323/658-7188); 845 N. Michigan Ave., Ste. 915E, Chicago, IL 60611 (  312/642-1992); and 1221 Brickell Ave., Ste. 1850, Miami, FL 33131 (  305/358-1992). In Canada: 2 Bloor St. W., Ste. 3402, Toronto, ON M4W 3E2 (  416/961-3131). In the U.K.: 79 New Cavendish St., 2nd Floor; W1W 6XB, London (  207/317-2010; www.spain.info/uk/TourSpain). A full list of Spanish tourist offices worldwide can be found at www.spain.info.

The Best Times to Go

March to May and September to late October are perhaps the best times to visit Barcelona, with fewer crowds than in summer. Weather-wise, however, almost any time of year is the right time to go. Although humid, Barcelona is as hot in summer as Madrid and the south. In August, much of the city shuts down as residents head for the beaches. August is the major vacation month in Europe, and traffic from England, France, the Netherlands, and Germany to Spain becomes a stampede. November to February can be pleasantly temperate, crowds are nonexistent, and prices drop for hotels and airfares. But some coastal resorts, especially on the Costa Brava, shut down during this slow season. The Christmas season in Barcelona, beginning in early December and extending through the first week of January, is especially festive.

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Medium 9781576755679

15: LEADING FOR CHOICE

Thomas, Kenneth W. Berrett-Koehler Publishers ePub

This chapter will help you build a sense of choice in your team. As we discussed in chapter 3, exercising intelligent choice is a primary way that workers add value in today’s work— adapting their behavior to the requirements of different conditions and coming up with innovative solutions to the problems they encounter. So ensuring a sense of choice is a vital part of your leadership for engagement.

Of the four intrinsic rewards, leaders have the most control over workers’ sense of choice. Leadership style is often described by the amount of choice given workers—from autocratic (little choice) to participative or delegative (much choice).1 Likewise, advocates of job enrichment or worker empowerment have emphasized the importance of the leader’s delegation of authority to workers. Still, this delegation is not always a simple matter. And delegating authority is only one step in creating a genuine sense of choice.

There are five building blocks of choice:

Power to act and make decisions about the work in all of its aspects.

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