Abstract
Using a case-study approach this article explores the impact the radical changes in British local governance over the last 15 years or so have had for tourism development at the local level. The expectation that tourism development would both be among the triggers for, and one of the beneficiaries of, changes in governance structures is shown to be misplaced. The paper concludes with a discussion, in the light of its findings, of what might be the most appropriate agencies for promoting tourism development. Copyright © 1998 John Wiley & Sons, Ltd.
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