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Journal articles on the topic 'Hospitality Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 19 February 2023

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1

Karthik, Karthik. "Hospitality Management: Innovation and Challenges." International Journal of Trend in Scientific Research and Development Volume-2, Issue-6 (October 31, 2018): 1451–66. http://dx.doi.org/10.31142/ijtsrd18865.

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2

Kay, Christine, and John Russette. "Hospitality-management Competencies." Cornell Hotel and Restaurant Administration Quarterly 41, no. 2 (April 2000): 52–63. http://dx.doi.org/10.1177/001088040004100217.

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3

Kriegl, Ursula. "International Hospitality Management." Cornell Hotel and Restaurant Administration Quarterly 41, no. 2 (April 2000): 64–71. http://dx.doi.org/10.1177/001088040004100218.

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4

Lashley, Conrad. "Hospitality Experience: An Introduction to Hospitality Management." Journal of Tourism Futures 1, no. 2 (March 16, 2015): 160–61. http://dx.doi.org/10.1108/jtf-12-2014-0008.

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5

Salcedo, Martino Miguel M. "Pedagogical Practices of Hospitality Management Faculty Members." International Journal of Multidisciplinary Research and Analysis 05, no. 10 (October 13, 2022): 2725–39. http://dx.doi.org/10.47191/ijmra/v5-i10-22.

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This research aimed to find out how the Hospitality Management Faculty Members of Lyceum of the Philippines University and University of Santo Tomas are perceived by their students in terms of knowledge, skills, attitudes and teaching strategies and if there is a significant difference among the students’ perception regarding, knowledge, skills, attitudes and teaching strategies when grouped according to age and sex. This research used the descriptive method and the data gathered was subjected to statistical treatment making use of weighted mean and Mann Whitney U Test. Majority of the respondents’ age were 20 and above, most were female (71.30%). The respondents showed strong agreement that the faculty members are knowledgeable (4.54) which translates as strongly agree. The respondents showed agreement that the faculty members demonstrate execution of complicated skills (4.42), demonstrate attitudes (4.39) that are important in the hospitality industry and teaching strategies (4.42) utilized are varied. When grouped by age, the exhibition of knowledge has a p-value of 0.0164 which rejects the null hypothesis. Its interpretation is that there is a difference between age groups 17-19 and 20 and above. Conversely, Skills (p-value 0.2036), Attitudes (p-value 0.9452) and Teaching Strategies (p-value 0.183) failed to reject the null hypothesis and therefore not significant when grouped according to age. When grouped according to sex, knowledge (p-value 0.4404), skills (pvalue 0.8517), attitudes (p-value of 0.9483) and teaching strategies (p-value of 0.7022), all four fail to reject the null hypothesis. This suggests that there is no significant difference when grouped into sex

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6

Stone, Graham J., and Elisabeth Ineson. "Personality and hospitality management development." Tourism and hospitality management 4, no. 2 (December 1998): 373–82. http://dx.doi.org/10.20867/thm.4.2.11.

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The research analyses the contribution of personality to the exercise of the management function within the hospitality industry, and demonstrates that the profiles of incumbents can be measured more objectively by the use of self-assessment instruments. On the basis of pilot studies in Hungary and the Czech Republic a the profiles of final year hospitality students were identified and were compared with current job incumbents. Analysis of the findings indicate a mis-match between student and management traits. The conclusions suggest that educational programmes should be modified if the student experience is to be made more realistic and relevant to the needs o f industry. Implementation of the research should result in improved satisfaction of students' career aspirations and on a wider level, it could contribute significantly to management performance across the industry.

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7

Morrison, Alison, and Kevin O’Gorman. "Hospitality studies and hospitality management: A symbiotic relationship." International Journal of Hospitality Management 27, no. 2 (June 2008): 214–21. http://dx.doi.org/10.1016/j.ijhm.2007.07.028.

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8

Kasemsap, Kijpokin. "Hospitality and Tourism Management." International Journal of Tourism and Hospitality Management in the Digital Age 2, no. 2 (July 2018): 37–52. http://dx.doi.org/10.4018/ijthmda.2018070103.

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The purpose of this article is to summarize the insights from the literature review focusing on the advanced issues and implications of hospitality and tourism management. The literature review includes the overview of hospitality management; the overview of tourism management; the importance of hospitality management in the digital age; the importance of tourism management in the digital age; and the managerial applications of hospitality and tourism management. The findings suggest that tourism occurs as a result of the different types of business that provide a range of products and services to tourists. It is essential to acquire a driving enthusiasm for customer service and a strong sense of professionalism to develop and maintain customer satisfaction in the hospitality and tourism industry.

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9

Teitler Regev, Sharon. "Tourism and hospitality management." Anatolia 28, no. 2 (February 16, 2017): 294–96. http://dx.doi.org/10.1080/13032917.2017.1292710.

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10

Lugosi, Peter, Paul Lynch, and Alison Morrison. "Critical hospitality management research." Service Industries Journal 29, no. 10 (October 2009): 1465–78. http://dx.doi.org/10.1080/02642060903038879.

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11

Watson, Sandra. "Hospitality management—An introduction." International Journal of Hospitality Management 15, no. 1 (March 1996): 87–89. http://dx.doi.org/10.1016/s0278-4319(96)90039-0.

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12

McLean, Don. "Ethics in hospitality management." Annals of Tourism Research 20, no. 2 (January 1993): 384–88. http://dx.doi.org/10.1016/0160-7383(93)90072-b.

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13

Chan, Eric S. W., and Cathy H. C. Hsu. "Environmental management research in hospitality." International Journal of Contemporary Hospitality Management 28, no. 5 (May 9, 2016): 886–923. http://dx.doi.org/10.1108/ijchm-02-2015-0076.

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Purpose The purpose of this paper is to review and synthesise 149 hospitality-related studies published in the past two decades pertaining to environmental management (EM). The review was divided into three main stages: 1993-1999, 2000-2009 and 2010-2014 and provided future research directions. Design/methodology/approach The study sample consisted of articles published between 1993 and 2014 in four leading hospitality journals. The four journals chosen were the International Journal of Hospitality Management, Cornell Hospitality Quarterly, International Journal of Contemporary Hospitality Management and Journal of Hospitality and Tourism Research. The title, abstract and the content, as needed, of all EM-related full-length articles from these four journals were content analysed. Editors’ notes, book reviews, industry news, conference papers and research notes were excluded from this paper. Findings EM research in the hospitality industry during the first two stages focused on the development of environmental policies and practices, green consumerism, managers’ environmental attitudes, indoor air quality and smoke-free environments, sustainable development, environmental performance, environmental cost control and environmental management systems (EMSs). During the third stage from 2010 to 2014, topics about environmental benchmarking and indicators have surfaced. Notwithstanding this, EM in the environmental reporting, and green marketing have been pursued less enthusiastically. Research limitations/implications Compared with the mainstream management literature and considering the future development of EM, hospitality scholars are encouraged to extend their research to include green marketing, environmental technologies, environmental reporting, carbon footprint, employees’ green behaviour, the effects of EM on hospitality firms’ stakeholders and small- and medium-sized hospitality firms. In addition, more effort should be spent on developing hospitality-specific theories for EM. Originality/value Little has been done to determine the main research agendas in hospitality EM. A review of recent research on this topic provides an inventory of existing knowledge and points out areas requiring further knowledge exploration.

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14

Lugosi, Peter. "Exploring the hospitality-tourism nexus: Directions and questions for past and future research." Tourist Studies 21, no. 1 (January 5, 2021): 24–35. http://dx.doi.org/10.1177/1468797620985778.

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Hospitality has often been conceived primarily as a supporting component of the tourism product. This commentary synthesises inter and multidisciplinary literature to examine alternative and more complex intersections of hospitality and tourism. It discusses four thematic areas of hospitality research: labour; the transformation of place (experiences); socio-material and socio-technological practice; and human encounters. It argues that applying hospitality as a sensitising concept in these domains of enquiry, and studying hospitality’s abstract and concrete dimensions, enhances our understanding of tourism as socio-economic phenomena and a global system, and helps to appreciate tourism’s implications for multiple stakeholders. Moreover, it proposes a range of questions for future research.

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15

Gumacial, Dionalyn S. "Management Dimensions in the Hospitality Management Curriculum." GIS Business 14, no. 2 (May 11, 2019): 1–4. http://dx.doi.org/10.26643/gis.v14i2.3186.

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This study aims to evaluate the management dimension of BS Hospitality Management curriculum. This rests on the theory that there are alternative processes that may serve as bases for curriculum development in OBE. The study avers that such alternative reverse engineering methods can be just as effective as the results of the formal OBE curriculum development. Descriptive method is use in the study in identifying the sufficiency of the different management dimensions in the Hospitality Management curriculum. Data gathered were taken from a descriptive survey conducted with different department heads of hotels using a Management Competency Assessment Form (MCAF). Findings of this study show that some major subjects of the BS Hospitality Management curriculum have insufficient time allocation for students to be able to completely develop the desired management dimensions, hence, the necessity to revisit the said curriculum

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16

Gumacial, Dionalyn S. "Management Dimensions in the Hospitality Management Curriculum." GIS Business 14, no. 2 (April 17, 2019): 5–8. http://dx.doi.org/10.26643/gis.v14i2.3303.

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This study aims to evaluate the management dimension of BS Hospitality Management curriculum. This rests on the theory that there are alternative processes that may serve as bases for curriculum development in OBE. The study avers that such alternative reverse engineering methods can be just as effective as the results of the formal OBE curriculum development. Descriptive method is use in the study in identifying the sufficiency of the different management dimensions in the Hospitality Management curriculum. Data gathered were taken from a descriptive survey conducted with different department heads of hotels using a Management Competency Assessment Form (MCAF). Findings of this study show that some major subjects of the BS Hospitality Management curriculum have insufficient time allocation for students to be able to completely develop the desired management dimensions, hence, the necessity to revisit the said curriculum.

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17

Kandampully, Jay, Tingting(Christina) Zhang, and Elina Jaakkola. "Customer experience management in hospitality." International Journal of Contemporary Hospitality Management 30, no. 1 (January 8, 2018): 21–56. http://dx.doi.org/10.1108/ijchm-10-2015-0549.

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Purpose In the contemporary hospitality industry, superior customer experiences are essential in gaining customer loyalty and achieving a competitive advantage. However, limited research addresses this subject. The purpose of this study is to advance scholarly research on customer experience management (CEM) in the hospitality field by providing a comprehensive overview of the key elements of CEM, a framework for managing customer experience and a rich agenda for research. Design/methodology/approach An extensive literature review produces a comprehensive overview of the existing knowledge of CEM. A synthesis of previous literature reveals the need for additional, contemporary information sources. The study is, therefore, supplemented by invited commentaries on CEM from senior scholars and hospitality managers. Findings The proposed model takes a holistic perspective on managing a positive customer experience, through collaboration among marketing, operations, design, human resources and strategy, in association with technology and social media. Research limitations/implications The literature review and commentaries from leading experts reveal six areas for further research on CEM in the hospitality industry. Originality/value This study provides a comprehensive, systematic review of CEM literature and detailed understanding of the mechanisms for managing customer experiences in the hospitality industry. It integrates state-of-the-art CEM knowledge in the generic business context, along with principles of hospitality management, and advances CEM research by emphasizing the need for collaboration among marketing, operations and human resources.

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18

Costa, Rui Augusto, and Jorge Mota. "Earnings Management in Hospitality Firms." Tourism 69, no. 4 (November 25, 2021): 578–94. http://dx.doi.org/10.37741/t.69.4.7.

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This study examines whether Portuguese hotel sector firms engage in earnings management (EM) practices to provide specific accounting results and test the main determinants in explaining EM. We use the SABI database to collect panel data regarding 1615 Portuguese SME hotels from 2006–2013. In order to obtain results, a graphical representation of the distribution of the net income and the estimation of the discretionary accruals were used, from which two estimation models were formulated. The results obtained provide empirical evidence that firms in the Portuguese hotel sector seem to engage in earnings management practices and that the main determinants behind them appear to be debt level, return on assets, and firm size. The adoption of earnings management practices by firms is a widespread phenomenon across various sectors and nations. Yet, despite the general awareness regarding the importance of the tourism sector for communities at a financial, social, and cultural level, the lack of empirical studies with application to the accommodation sector makes it pertinent to investigate this phenomenon.

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19

Paraskevas, Alexandros, and Marianna Sigala. "Teaching Hospitality and Tourism Management." Journal of Teaching in Travel & Tourism 3, no. 4 (April 28, 2004): 1–18. http://dx.doi.org/10.1300/j172v03n04_01.

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20

Lee, Scott. "Cruise Operations Management: Hospitality Perspectives." Tourism Management 37 (August 2013): 35. http://dx.doi.org/10.1016/j.tourman.2012.12.002.

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21

Pantelidis, Ioannis S. "Hospitality Management: A Brief Introduction." Tourism Management 57 (December 2016): 311. http://dx.doi.org/10.1016/j.tourman.2016.06.010.

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22

Marnburg, Einar. "Editorial: Strategy in Hospitality Management." Scandinavian Journal of Hospitality and Tourism 8, no. 3 (October 2008): 189–94. http://dx.doi.org/10.1080/15022250802532435.

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23

Salaman, Graeme. "Organisational behaviour for hospitality management." Tourism Management 16, no. 5 (August 1995): 399–400. http://dx.doi.org/10.1016/0261-5177(95)90091-8.

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24

Harris, Peter. "Financial accounting for hospitality management." International Journal of Hospitality Management 7, no. 1 (January 1988): 83–84. http://dx.doi.org/10.1016/0278-4319(88)90013-8.

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25

Webster, Michele. "Hospitality management: Case study assignments." International Journal of Hospitality Management 12, no. 2 (May 1993): 214–15. http://dx.doi.org/10.1016/0278-4319(93)90013-y.

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26

Hales, Colin. "Organizational behaviour for hospitality management." International Journal of Hospitality Management 14, no. 1 (March 1995): 97–99. http://dx.doi.org/10.1016/0278-4319(95)90029-2.

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27

Otting, Hans. "Hospitality management students' cognitive style." Research in Hospitality Management 3, no. 1 (January 2013): 33–38. http://dx.doi.org/10.1080/22243534.2013.11828301.

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28

Brookes, Maureen, and Nina Becket. "Internationalising hospitality management degree programmes." International Journal of Contemporary Hospitality Management 23, no. 2 (March 8, 2011): 241–60. http://dx.doi.org/10.1108/09596111111119356.

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29

Lee‐Ross, Darren, and Nick Johns. "Yield management in hospitality SMEs." International Journal of Contemporary Hospitality Management 9, no. 2 (April 1997): 66–69. http://dx.doi.org/10.1108/09596119710164795.

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30

Andersson, Tommy D. "Developing International Hospitality Financial Management." Journal of Hospitality Financial Management 2, no. 1 (September 1992): 64. http://dx.doi.org/10.1080/10913211.1992.10653641.

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31

Lefever, Michael M. "What is Professional Hospitality Management?" Hospitality & Tourism Educator 4, no. 3 (May 1992): 6–7. http://dx.doi.org/10.1080/23298758.1992.10685443.

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32

Scantlebury, Michael G. "International Encyclopædia of Hospitality Management." Annals of Tourism Research 33, no. 3 (July 2006): 870–71. http://dx.doi.org/10.1016/j.annals.2006.02.001.

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33

O’Gorman, Kevin D. "International Dictionary of Hospitality Management." Annals of Tourism Research 35, no. 4 (October 2008): 1083–84. http://dx.doi.org/10.1016/j.annals.2008.04.002.

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34

Anthony, Grace, Ishmael Mensah, and Edem Kwesi Amenumey. "Hospitality management competency requirements of the hospitality industry in Ghana." African Journal of Hospitality and Tourism Management 1, no. 1 (July 17, 2019): 33–47. http://dx.doi.org/10.47963/ajthm.v1i1.136.

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This paper assessed industry practitioners’ and educators’ views on the competencies required by the hospitality industry in Ghana. Data was collected through a survey of 111 respondents. Means were used to rank the competencies, whilst T- test and one-way analysis of variance (ANOVA) were used to explore the differences in competencies perceived to be required by the industry practitioners and educators. It was found out in terms of importance that practitioners preferred leadership, administrative, conceptual and technical competencies whilst educators favoured conceptual, leadership, administrative and technical competencies. Except for ability to maintain hygiene standards and ability to develop contingency plans, there were generally no statistically significant differences between the views of practitioners and educators with regards to competencies required by the industry. It is recommended that there should be more collaboration between hospitality practitioners and educators in Ghana.

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35

Sukach, Olena, Svitlana Kozlovska, and Natalia Sushko. "MODERN MANAGEMENT TECHNOLOGIES IN THE HOSPITALITY INDUSTRY." Baltic Journal of Economic Studies 7, no. 3 (June 25, 2021): 168–76. http://dx.doi.org/10.30525/2256-0742/2021-7-3-168-176.

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The hospitality industry is currently one of the dynamic areas of the developing economy which stimulates the development of various sectors of the modern economy. The current challenges posed by the next economic crisis and the effects of pandemic constraints require the formation of new mechanisms for managing the hospitality sector. The main purpose of the research is to create modern management tools for the development of the investment potential of the hospitality industry. The subject of the research includes Ukrainian hospitality enterprises, their financial condition and management in a pandemic. The process of systematization of literary sources has identified the main modern problems of the hospitality industry, which include hotels, restaurants, entertainment, sporting events, and other services related to tourism. However, this specific area has a unique set of problematic aspects that need to be solved immediately. Understanding the importance of the management system in the hospitality industry and its adaptation to modern changes will help increase the competitiveness of such enterprises in the market. Research methodology: the article uses the funds of empirical studies of the essence of the hospitality industry, as well as statistical analysis of the modern market of hotel services. Also, the investment market in the sector of tourism was studied with the help of mathematical tools. Modern management in the hospitality industry is aimed at deviating from the typical and traditional tools to meet customer needs, which is caused not only by social change but also by the development of various financial instruments. The study proves that the successful development of the hospitality industry is impossible without the use of modern management tools based on the principles of marketing. Analyzing the market of hospitality services, in the process of development and implementation of innovative services, it is advisable to focus on the study of a competitive environment and the needs of potential customers. Conclusions. The results of the study prove the importance of this area and the feasibility of developing and implementing effective management tools. The research substantiates and offers promising areas for attracting investment resources in the hospitality industry. Also, according to the results of the study, the authors propose the stages of implementation of target marketing as an effective tool for the development of hospitality in Ukraine. The concept of development of innovative services in the field of hospitality on the basis of the formed strategy of target marketing is developed.

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36

Smith, Russell Arthur. "Joint International Hospitality Management Programs: The Case of Cornell-Nanyang Institute of Hospitality Management, Singapore." Journal of Hospitality & Tourism Education 20, no. 1 (January 2008): 38–44. http://dx.doi.org/10.1080/10963758.2008.10696911.

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37

DeVeau, Patricia M. "Teaching Yield Management in the Hospitality Management Curriculum." Hospitality Education and Research Journal 13, no. 3 (August 1989): 557. http://dx.doi.org/10.1177/109634808901300368.

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38

Hornsby, Gilpatrick Deshone, and Sheila A. Scott-Halsell. "Minorities in Hospitality Management: The State of Diversity in Hospitality Education." Journal of Hospitality & Tourism Education 27, no. 3 (July 3, 2015): 102–11. http://dx.doi.org/10.1080/10963758.2015.1064316.

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39

PATTEN, CONSTANCE S. "Understanding Hospitality." Nursing Management (Springhouse) 25, no. 3 (March 1994): 80I. http://dx.doi.org/10.1097/00006247-199403000-00017.

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40

Pillai, Souji Gopalakrishna, Kavitha Haldorai, Won Seok Seo, and Woo Gon Kim. "COVID-19 and hospitality 5.0: Redefining hospitality operations." International Journal of Hospitality Management 94 (April 2021): 102869. http://dx.doi.org/10.1016/j.ijhm.2021.102869.

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41

Nasabi, Afreen Nishat A. "A study of Relationship management with customers in hospitality sector." Indian Journal of Applied Research 1, no. 6 (October 1, 2011): 146–47. http://dx.doi.org/10.15373/2249555x/mar2012/50.

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42

Marneros, Stelios, George Papageorgiou, and Andreas Efstathiades. "Developing Hospitality Management Core Competencies Framework." International Conference on Tourism Research 15, no. 1 (May 13, 2022): 237–46. http://dx.doi.org/10.34190/ictr.15.1.132.

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Developing a unique set of Core Competencies should be of primary concern to any business operating in the hospitality industry. This paper presents a framework for competency development, which is based on the views of both educators and industry professionals. By integrating knowledge from a variety of contexts and countries around the world, a set of generic core competencies has been derived via a systematic classification process. Specifically, forty competency statements have been posited taking the form of questions given to both educators and industry professionals. Subsequently, the responses have been analysed and, using taxonomy, a framework of seven core competency categories has been developed. The competency categories involve aspects of Human Resource Management (HRM); Professional Image; Operational Knowledge; Leadership; Communication; Information Management; and People Relationship Management. Specific competency items include essential capabilities for the hospitality industry such as: communicating effectively with clients and customers, identifying and solving problems, making decisions under pressure or in a crisis situation, and understanding the factors that influence the profitability of the hospitality enterprise. The proposed framework is meant to serve as a basis for developing a set of core competencies suitable for creating a sustainable competitive advantage for the hospitality industry. Further, the framework would be useful to educators, professionals and graduate students as a guide for cultivating a set of key competencies for success in the hospitality sector.

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43

B. Espaήol, Joshua, Syrille Joyce R. Barayuga, Jonathan N. Tariga, Princess Lady-Lin C. Eraήa, Romiro G. Bautista, and Michael A. Mayoya. "Enterprising Skills of Hospitality Management Students." American Journal of Educational Research 9, no. 2 (February 4, 2021): 72–76. http://dx.doi.org/10.12691/education-9-2-3.

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44

IOVU, Cristina. "Risk Management Associated with Hospitality Industry." Annals of Dunarea de Jos University of Galati. Fascicle I. Economics and Applied Informatics 28, no. 1 (April 30, 2022): 51–60. http://dx.doi.org/10.35219/eai15840409244.

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45

Fox, Renata. "Hospitality management education and quality tourism." Tourism and hospitality management 4, no. 2 (December 1998): 331–39. http://dx.doi.org/10.20867/thm.4.2.8.

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New global developments point towards a more demanding tourist and a preference for tailor-made travel arrangements. The competition is fierce and quality improvement a general trend. The most countries in south-eastern Europe have started tourism quality enhancement projects. The key element of these processes will be an internationally compatible system of professional education. In order to develop educational norms which will meet the needs of European tourism and hospitality industry, Faculty of Hotel Management Opatija has within the frame of the joint project with Manchester Metropolitan University Hotel & Tourism Management Education Development taken the first steps towards international accreditation of its curricula.

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46

Nykiel, Ronald A. "Strategic Management in the Hospitality Indusry." Cornell Hotel and Restaurant Administration Quarterly 40, no. 1 (February 1999): 16. http://dx.doi.org/10.1177/001088049904000115.

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47

Marnburg, Einar. "Management Principles in Hospitality and Tourism." Journal of Human Resources in Hospitality & Tourism 6, no. 2 (August 9, 2007): 79–107. http://dx.doi.org/10.1300/j171v06n02_05.

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48

Kavanagh, Marie, and Charles Arcodia. "Studies in Tourism and Hospitality Management." Journal of Teaching in Travel & Tourism 1, no. 2-3 (August 17, 2001): 91–105. http://dx.doi.org/10.1300/j172v01n02_06.

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49

Varini, Kate. "Revenue management for the hospitality industry." Journal of Revenue and Pricing Management 11, no. 4 (July 2012): 479–80. http://dx.doi.org/10.1057/rpm.2011.48.

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50

McKenna, Robert. "Revenue management for hospitality & tourism." Journal of Revenue and Pricing Management 13, no. 1 (January 15, 2014): 74–76. http://dx.doi.org/10.1057/rpm.2013.40.

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