Relevant bibliographies by topics / Hospitality industry Hotel management Strategic planning

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Academic literature on the topic 'Hospitality industry Hotel management Strategic planning'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Hospitality industry Hotel management Strategic planning"

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P. Gkliatis, Ioannis, and Dimitrios N. Koufopoulos. "Strategic planning practices in the Greek hospitality industry." European Business Review 25, no. 6 (October 14, 2013): 571–87. http://dx.doi.org/10.1108/ebr-08-2012-0045.

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Purpose – This paper aims to investigate the nature and extent of strategic planning in the Greek hospitality industry and its outcomes based on Greek managers' views. Design/methodology/approach – Although the concept of strategic planning and its dimensions have been widely discussed in previous literature, research has mainly focused on well-developed countries and established sectors. However, there is a limited research in less developed countries like Greece and under-researched sectors like the hospitality industry. This paper aims to give some insights into the nature and extent of use of strategic planning processes and its positive outcomes in the Greek hospitality industry through a study based on a sample of 21 Greek five-star hotels. Findings – The main findings of the paper concern with some major strategic planning dimensions: planning formality, functional coverage, internal and external orientation, centralization and time horizon of planning. Additionally, the study highlights the positive outcomes/benefits of planning according to managers' views, as well as the financial performance of the Greek five-star hotels that are examined. Descriptive results are presented and the respondents' individual characteristics are outlined. Research limitations/implications – The study provides a benchmark for the measurement of strategic planning and the benefits derived from planning in the Greek hospitality industry, a critical sector for the Greek economy. Originality/value – The article contributes in the extensive literature on strategic planning, by discussing the development of strategic planning practices in Greek hotels, which operate in a highly uncertain environment.
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Stoffers, Jol, Klaes Eringa, Jamie Niks, and Anne Kleefstra. "Workplace Innovation and Organizational Performance in the Hospitality Industry." Sustainability 13, no. 11 (May 22, 2021): 5847. http://dx.doi.org/10.3390/su13115847.

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Change has become continuous, and innovation is a primary approach for hospitality, i.e., hotel companies, to become or remain economically viable and sustainable. An increasing number of management researchers are paying more attention to workplace rather than technological innovation. This study investigates workplace innovation in the Dutch hotel industry, in three- and four-star hotels in the Netherlands, by comparing them to other industries. Two samples were questioned using the Workplace Innovation survey created by the Dutch Network of Social Innovation (NSI). The first was conducted in the hospitality industry, and these data were compared with data collected in a sample of other industries. Results suggest that greater strategic orientation on workplace innovation and talent development has a positive influence on four factors of organizational performance. Greater internal rates of change, the ability to self-organize, and investment in knowledge also had positive influences on three of the factors—growth in revenue, sustainability, and absenteeism. Results also suggest that the hospitality industry has lower workplace innovation than other industries. However, no recent research has assessed to what degree the hospitality industry fosters workplace innovation, especially in the Netherlands. Next to that, only few studies have examined management in the Dutch hotel industry, how workplace innovation is used there, and whether it improves practices.
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Arbelo, Antonio, Pilar Pérez-Gómez, and Marta Arbelo-Pérez. "Cost efficiency and its determinants in the hotel industry." Tourism Economics 23, no. 5 (July 1, 2016): 1056–68. http://dx.doi.org/10.1177/1354816616656419.

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This study employs a stochastic frontier model to estimate cost efficiency and its determinants in the hotel industry in Spain between 2008 and 2012. Measuring cost efficiency provides useful information on the performance of hotels to management, shareholders and, in general, to all stakeholders. Cost control is an issue managers are particularly concerned about, as it gives a competitive advantage that allows hotels to perform better. The results indicate that the inefficiency in average costs for the sample considered is 32.44% and is time invariant. The results also show that labour productivity, the accumulation of knowledge and location are factors that largely determine the differences in efficiency between hotels. These findings have important implications for public policymakers and hotel management, specifically, policies aimed at improving the skills of hotels’ human resources should be encouraged. Likewise, both location and the accumulation of knowledge are strategic resources that hotel management must include in their competitive strategies to increase efficiency.
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Avelini Holjevac, Ivanka. "Total quality management for the hotel industry and tourism." Tourism and hospitality management 2, no. 1 (July 15, 1996): 67–80. http://dx.doi.org/10.20867/thm.2.1.8.

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Quality today is a fundamental factor for market survival, competitiveness and profitability. Strategic business planning is based on a TQM system. Quality is not produced, it is a management tool. Development of quality in developed economic countries has shown that quality is something which is built, developed and constantly enhanced. The system TQM is totally market oriented, buyer-led, as the process starts with the buyer (what he wants) and finishes with the buyer (a satisfied buyer). This is a cycle consisting of five basic activities: planning quality, realising quality, evaluating quality, achieving quality and improving quality, which is being constantly repeated. The advantages of introducing TQM for the service sector, tourism and hotel industry are big, both economically and socially. Poor business productivity and unsatisfactory quality of the product and service are weaknesses of Croatia's economy. Ahead lies the process of learning and introducing TQM for our economy, as this is a condition and necessity for inclusion into world business trends and world markets.
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Khatikova, Z. V., and O. L. Ryvkina. "HOTEL HR-BRAND STRATEGY DEVELOPMENT PECULIARITIES." Construction economic and environmental management 77, no. 4 (2021): 98–106. http://dx.doi.org/10.37279/2519-4453-2020-4-98-106.

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The article deals with a hotel HR-brand strategy development peculiarities. HR brand place in a hotel’s personnel management system has been determined. The HR brand platform elements as a system of values and goals that form the basis of personnel potential strategic planning have been specified. The set of hospitality industry enterprise external and internal environmental factors as the objects of strategic analysis within the second stage of HR-brand strategic development process has been clarified. Two main alternatives of this strategy have been highlighted, their essence, structural elements, implementation process peculiarities from the standpoint of external and internal branding have been specified. Hotel brand positioning principles through a key message to the target audience have been formulated.
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Presutti, Manuela, Marco Savioli, and Vincenza Odorici. "Strategic orientation of hotels: Evidence from a contingent approach." Tourism Economics 26, no. 7 (August 19, 2019): 1212–30. http://dx.doi.org/10.1177/1354816619868886.

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Strategic orientation (SO) – a necessary condition to achieve and maintain a competitive advantage – should particularly be considered in the tourism industry, given the high competition and rapidly changing environment. This article investigates whether the different dimensions of SO (entrepreneurial orientation (EO), learning orientation (LO) and market orientation (MO)) have a direct effect on hotel performance and whether the relationship between SO and hotel performance is contingent on various hotel-specific characteristics. The hypotheses are tested against a sample of 120 small hotels operating in a mature Italian tourist destination. The results show that EO and MO are positive drivers of hotel performance, and LO is not important. Additionally, the intensity of the relationship between SO and performance is contingent on internal firm-related moderators (size and quality). Both the number of rooms and the star classification reinforce the performance achievement of innovative and customer-oriented hotels.
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Hassanien, Ahmed, and Tom Baum. "Hotel Repositioning through Property Renovation." Tourism and Hospitality Research 4, no. 2 (December 2002): 144–57. http://dx.doi.org/10.1177/146735840200400205.

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Kotler (1997) argues that regardless of the initial success of the brand position in the market, the firm may have to he forced to reposition it later. Similarly, Trout and Rivkin (1995) state that today is more the time for repositioning than positioning. This is due to the changing marketing environments that influence any organisation. However, renovation is costly, ongoing and inevitably essential for hotels to stay active and alive in the market. At any one time almost every hotel has recently been renovated, is under renovation, or is waiting for renovation. An examination of the literature uncovers the fact that hotel positioning and property renovation are inseparable in the hotel industry since most innovation is attained through renovation. It is the intention of this paper to concentrate on the process of property renovation in the hospitality industry and its role as a strategic marketing tool for hotel repositioning. A study of attitudes to hotel renovation in Egypt forms the empirical component of this paper.
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Wang, Jie, and Brent W. Ritchie. "A theoretical model for strategic crisis planning: factors influencing crisis planning in the hotel industry." International Journal of Tourism Policy 3, no. 4 (2010): 297. http://dx.doi.org/10.1504/ijtp.2010.040390.

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Lu, James. "Future strategic challenges for hotel industry in Asia." Asia Pacific Journal of Tourism Research 10, no. 1 (March 2005): 133–36. http://dx.doi.org/10.1080/1094166052000341305.

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Borković, Vesna. "Strategic marketing for small and middle sized hotel firms in Croatia." Tourism and hospitality management 1, no. 2 (December 15, 1995): 279–90. http://dx.doi.org/10.20867/thm.1.2.5.

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The paper analyses the efficiency of the former marketing policy of the tourist suppliers and the tourist policy by applying the elements of marketing mix (product/service, sale, promotion and rates). The paper also indicates that there is the need for qualitative transformation of nearly every more important segment of the tourist supply and the need for the development of the adequate developmental strategy as well as entering the market on all the levels from an economic subject to the country as a whole. Such an approach based on the standard model of strategic planning is described in the second part of the paper. With regard to privatisation and restructuring of the supply special attention has been paid to the small and medium-size hotels for they are expected to be the prevailing ones in the hotel industry in most destinations in Croatia.
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Dissertations / Theses on the topic "Hospitality industry Hotel management Strategic planning"

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Murthy, Bvsan. "Measurement of the strategy construct in the lodging industry, and the strategy-performance relationship." Diss., This resource online, 1994. http://scholar.lib.vt.edu/theses/available/etd-10022007-145428/.

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Leslie, David. "From strategic planning to strategy implementation in the hotel industry in South Africa." Pretoria : [s.n.], 2009. http://upetd.up.ac.za/thesis/available/etd-05042009-002813/.

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Phillips, Paul A. "Organisational strategy, strategic planning system characteristics, and business performance in the UK hotel sector." Thesis, Cardiff University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.318978.

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Lonam, Matthew W. "Hospitality education 2010 : a delphi study /." free to MU campus, to others for purchase, 1999. http://wwwlib.umi.com/cr/mo/fullcit?p9953878.

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Punpugdee, Nuttapon. "Investigating the Process of Valuing Investments in Intangibles: A Case Study in Safety and Security in the Multinational Hotel Industry." Diss., Virginia Tech, 2005. http://hdl.handle.net/10919/28598.

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Safety and security have emerged as a major force driving change in the multinational hotel industry. As a problem area not well-developed in the literature but considered a crucial force influencing hotel firms' value by the multinational hotel community, safety and security provide an excellent opportunity for industry professionals and academic researchers to improve the value creation of multinational hotel firms. A research need is more urgent in the upscale sector of the industry, and thus, an upscale brand of multinational hotel firm was selected for this study. This case study investigated how a multinational hotel firm developed a process of valuing its investments in safety and security for its properties under an upscale brand. This European hotel firm operates in twenty countries with a variety of business climates. The differences in the remote environments, namely the political, economic, socio-cultural, technological, and ecological environments, presented a great opportunity to gather different views regarding safety and security investments from hotel managers. The dimensions of hotel safety and security were identified by management teams running the firm's hotels to provide scope for decision-making. With this scope, the management teams continued to develop a framework for assessing the value generated from investments in safety and security by identifying the components of an investment decision-making model. A framework as a result of this exploratory study is suggested for future research where causality can be specified and a descriptive decision-making model can be built.
Ph. D.
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Coon, D'Arcy. "A strategic analysis of the Westin Bayshore Resort & Marina and Starwood Hotels & resorts /." Burnaby B.C. : Simon Fraser University, 2005. http://ir.lib.sfu.ca/handle/1892/3682.

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Kapondoro, Lloyd. "Factors to determine standardised human resource metrics for strategic business management : a case of selected organisations from the hospitality industry in Cape Town." Thesis, Cape Peninsula University of Technology, 2015. http://hdl.handle.net/20.500.11838/2044.

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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology.
The paradigm shift from administrative to strategic Human Resource Management (HRM) has, arguably, necessitated the need for a more objective and quantitative HRM that shows how HRM interlinks with strategic organisational outcomes. Consequently, HR metrics, measurements and analytics can be tools, which can give HRM a status and position that is similar to other functional departments in organisations that provide numerical data. The purpose of this study was to explore HRM factors that are critical to determine strategic HR metrics. The purpose arose owing to documented scholarship, which argues that the current regime of HR metrics has no appeal to top management; is composed of too many metrics that are confusing; is suitable for traditional HRM; and does not give HRM a strategic status. The objective of the study was, therefore, to provide HR factors that link with strategic or organisational level outcomes and based on these factors, determine a metric that HR practitioners and top management can adopt as standard. The literature review had to be merged in a systems theory framework to develop the conceptual framework to start a grounded theory methodology. Within this methodology both secondary and primary data was collected and analysed. As part of its summary, the literature review included a meta study of prominent research on the HRM-firm performance relationship. The mini meta-analysis involved 27 studies whose mean coefficient of determination was calculated to show the strength of the variability in firm performance for which HRM accounted. This analysis revealed that HRM, on average, accounted for 31% of the variability in firm performance in the models that were used to investigate the relationship. An analysis was conducted of documents as part of a content analysis to collect secondary data, while questionnaires were used to collect primary data. The key finding was that the strategic HR factors are the HRM outcomes, namely employee engagement, commitment, satisfaction and embeddedness, while the HR metric that connects the HR factors and strategic outcomes is given as p=kH+c, where p is organisational performance, H are the HR factors, k is a constant of proportionality, and c is basic employee performance. It was also found that employee engagement had the most impact on organisational performance, relative to the other HR factors. As a result, the key recommendation made in this study is that organisations should use employee commitment, engagement, satisfaction and embeddedness to boost performance with special attention on employee engagement. The metric p=kH+c can be used to measure the level at which HR factors boost performance.
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Books on the topic "Hospitality industry Hotel management Strategic planning"

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1956-, Enz Cathy A., and Cornell University, eds. The Cornell School of hotel administration handbook of applied hospitality strategy. Thousand Oaks: Sage Publications, 2010.

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1956-, Enz Cathy A., ed. Hospitality strategic management. Hoboken, N.J: John Wiley & Sons, Inc., 2005.

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Ching-Yick, Tse Eliza, and West Joseph J, eds. Strategic management in the hospitality industry. 2nd ed. New York: J. Wiley, 1998.

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Ching-Yick, Tse Eliza, and West Joseph J, eds. Strategic management in the hospitality industry. New York, N.Y: Van Nostrand Reinhold, 1992.

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Ching-Yick, Tse Eliza, and West Joseph J, eds. Strategic management in the hospitality industry. 3rd ed. Upper Saddle River, N.J: Pearson Prentice Hall, 2008.

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Hospitality strategic management: Concepts and cases. 2nd ed. Hoboken, NJ: J. Wiley & Sons, 2009.

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Luiz, Moutinho, ed. Strategic planning systems in hospitality and tourism. New York: CAB International, 1998.

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Simms, David Matthew. A strategic approach to total quality management in the hospitality industry: A case study of the Ritz-Carlton Hotel Company. [s.l: The Author], 1995.

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Handbook Of Hospitality Strategic Management. Butterworth-Heinemann, 2008.

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Enz, Cathy A., and Jeffrey S. Harrison. Hospitality Strategic Management: Concepts and Cases. Wiley, 2004.

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Book chapters on the topic "Hospitality industry Hotel management Strategic planning"

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Borzi, Narelle. "Identity and E-Learning." In Educational Strategies for the Next Generation Leaders in Hotel Management, 291–310. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8565-9.ch013.

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Globalisation is changing the worlds of work and education. Although the hospitality industry has always operated at an international level, today's educators must prepare future managers for an increasingly diverse global world where we are all connected via technology in ways that were unimaginable even 10 years ago. Educators face strategic decisions about how and when they integrate technology into their programs. Transnational e-learning spaces, which are affecting the way we operate in our daily lives both at work and learning, have opened up. Educators need to fully understand what happens within these spaces—to the learners and to learning—in order to ensure that the quality of learning and the learning systems. This chapter considers ways in which hospitality management education can be enhanced through a focus on e-learning and identity.
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Arise, Omolola Ayobamidele, and Patricia Maureen Shewell. "Material Flow Cost Accounting (MFCA)." In Handbook of Research on Climate Change and the Sustainable Financial Sector, 286–303. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7967-1.ch017.

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MFCA's potential as a GMT in the hospitality industry has not been well demonstrated. Instead, the manufacturing industry takes the credit for the successful implementation of MFCA. This may be attributed to the industry's inaccurate information on resource consumption and management for strategic internal decision-making. Greening in hotels has predominantly been viewed from customers' perspectives to gain a competitive advantage and improve profits. MFCA is presented in this chapter as a GMT to achieve eco-friendly hotel business practices via informed resource utilization data. Natural resources such as water and energy are gradually becoming scarce commodities with waste generation on the rise and environmental sustainability of the hotel business threatened. Hotels face pressure from the global market to improve their sustainability performance by implementing green practices. In meeting the requirements of sustainable practice, green management's goal focuses on reducing, eliminating, and preventing adverse effects arising from environmental activities.
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Yılmaz, Fatih. "Budgeting as a Tool for Sustainable Development." In Handbook of Research on Supply Chain Management for Sustainable Development, 42–60. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5757-9.ch003.

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Corporations are profit-oriented organizations. If they do not have enough profit, they cannot survive. The expectations and forecasts have a key role in decision making. Thorough those expectations and forecasts, a scenario is developed. If a scenario contains financials, it means that a budget is prepared. Budget is a kind of financial simulator of a business. Budgeting is a vital tool in financial management for sustainable development. Budgeting also maintains the effectiveness of capital and resource of the company. There is diversity in the budgets of each sector or each industry. Manufacturing, logistics, airlines, construction, hospitality, and others have sectoral differences in budgeting. In this chapter, objectives of budgeting, budgeting methods, steps in budgeting, sectoral differences, relationship between budgets, and strategic planning are discussed.
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Honchar, Liliia, and Olha Aukhimik. "FORMATION OF THE CONTROL SYSTEM AT THE ENTERPRISES OF HOTEL AND RESTAURANT BUSINESS: THEORETICAL AND METHODOLOGICAL ASPECT." In European vector of development of the modern scientific researches. Publishing House “Baltija Publishing”, 2021. http://dx.doi.org/10.30525/978-9934-26-077-3-31.

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Modern market conditions dictate the new rules of operation for enterprises and require improvement of the enterprise management process. That is why it is important to organize a controlling system at the enterprise to optimize and improve the efficiency of microeconomics management in the hotel and restaurant business. Awareness of the relevance led to the definition of the subject of research, which are scientific and applied principles and approaches, methods and tools of the controlling system in the hotel and restaurant business. The purpose of the paper is a comprehensive analysis and systematic generalization of theoretical and methodological aspects of the formation of the controlling system in the hotel and restaurant business. To solve certain tasks, a system of general scientific and special methods was used: historical and logical, comparative, logical generalization, analysis and synthesis, graphic, etc. A comprehensive approach to analysing and summarizing the definitions of the category of «controlling» allows to interpret controlling in the hotel and restaurant business; that is, controlling as a management system of one or more processes of the enterprise, is aimed at achieving and maintaining strategic goals and includes information support, evaluation, coordination, optimization and control of the activities of all functional and management units for the implementation of the strategic plan. In addition, the classification of types of controlling in terms of different approaches, which expands and deepens the study of the economic essence and content of the scientific category. The main prerequisite for achieving effective functioning of the hospitality industry is a successfully organized process of controlling the company, which includes taking into account the external and internal environment, which are constantly changing under the influence of uncontrolled factors and create new conditions for the enterprise; taking into account the peculiarities of business processes in the hotel and restaurant business, which will allow the most effective management activities at the enterprise, taking into account all the individual nuances of the enterprise; providing management with relevant information that allows you to respond in a timely manner to unexpected changes in the enterprise; regulating the results of activities that optimize the management decision-making process, by analysing the potential impact of deviations on the probability of achieving the goal. Based on the analysis and generalization of information, a structural model of the controlling system in the hotel and restaurant business was designed and substantiated, which comprehensively takes into account the peculiarities of the enterprise, without which the hotel and restaurant complex as a single integrated mechanism is impossible. The methodological tools of the controlling system are substantiated, a comprehensive combination of which will systematically cover the key activities of enterprises in the hotel and restaurant business and, as a consequence, provide a stable long-term competitive advantage in the changing and unstable business environment.
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