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1
Lamminmaki, Dawne, e n/a. "Outsourcing in the Hotel Industry: A Management Accounting Perpective". Griffith University. School of Accounting and Finance, 2003. http://www4.gu.edu.au:8080/adt-root/public/adt-QGU20040920.091600.
Testo completoAbstract (sommario):
The broad objective of this thesis is to develop an understanding of factors affecting outsourcing in the hotel industry and also the role played by management accounting in hotel outsourcing. The thesis draws on transaction cost economics (TCE), agency, contingency, and labour process theories in the context of appraising factors motivating outsourcing. Two empirical phases have been undertaken in the study. The first phase involved a series of interviews with general managers and financial controllers in large South East Queensland hotels. The second phase involved two distinct questionnaire surveys of large Australian hotels. The first was administered to hotel general managers, and the second was administered to hotel financial controllers. Significant findings arising from the study include: 1. In light of the substantial international literature describing hotel outsourcing, it appears that outsourcing in Australian hotels is relatively limited. This appears to be particularly the case with respect to food and beverage related activities. 2. Mixed support is offered for the TCE model. Both the survey and interview data provide some support for TCE's prescription that frequently conducted activities will not tend to be outsourced. Two specific extensions are offered to this aspect of the model, however. Firstly, where activities are conducted to a minimal extent, it can be uneconomic to outsource. Secondly, where large activities are undertaken by a group of organisations, their enhanced purchasing power can result in inexpensive outsourcing arrangements. With respect to TCE's uncertainty proposition, support is offered for the view that the propensity to outsource will be greater where behavioural uncertainty is lower. No support has been offered with respect to environmental uncertainty. The interview data provides some support for TCE's asset specificity proposition, however, minimal support was found in the survey phase. Despite this, the many dimensions of asset specificity (eg. site specificity, human asset specificity, etc) provided a useful checklist of issues to be considered in relation to the outsourcing decision. 3. Negligible support was found for labour process theory (LPT) in the interview phase of the study. In light of this, and the need to narrow the studys focus in the survey phase, LPT was not pursued further. LPT is a difficult construct to operationalise, given the social desirability error that may result. This may partially account for the absence of significant LPT findings in the interview phase. 4. The survey data provides some support for the agency theory view that risky activities will tend to be outsourced. 5. Considerable cross-hotel variation exists in management of, and accounting's involvement in, outsourcing decision making and control systems. Accounting appraisal of outsourcing proposals rarely includes long term oriented, sophisticated techniques such as "net present value". It appears this may be because outsourcing decisions are not conducted in the context of the formal capital budgeting process. 6. High performing hotels and hotels that conduct their outsourcing decisions in the context of a long term outsourcing strategic agenda have more sophisticated outsourcing management systems.
2
Lamminmaki, Dawne. "Outsourcing in the Hotel Industry: A Management Accounting Perspective". Thesis, Griffith University, 2003. http://hdl.handle.net/10072/367429.
Testo completoAbstract (sommario):
The broad objective of this thesis is to develop an understanding of factors affecting outsourcing in the hotel industry and also the role played by management accounting in hotel outsourcing. The thesis draws on transaction cost economics (TCE), agency, contingency, and labour process theories in the context of appraising factors motivating outsourcing. Two empirical phases have been undertaken in the study. The first phase involved a series of interviews with general managers and financial controllers in large South East Queensland hotels. The second phase involved two distinct questionnaire surveys of large Australian hotels. The first was administered to hotel general managers, and the second was administered to hotel financial controllers. Significant findings arising from the study include: 1. In light of the substantial international literature describing hotel outsourcing, it appears that outsourcing in Australian hotels is relatively limited. This appears to be particularly the case with respect to food and beverage related activities. 2. Mixed support is offered for the TCE model. Both the survey and interview data provide some support for TCE's prescription that frequently conducted activities will not tend to be outsourced. Two specific extensions are offered to this aspect of the model, however. Firstly, where activities are conducted to a minimal extent, it can be uneconomic to outsource. Secondly, where large activities are undertaken by a group of organisations, their enhanced purchasing power can result in inexpensive outsourcing arrangements. With respect to TCE's uncertainty proposition, support is offered for the view that the propensity to outsource will be greater where behavioural uncertainty is lower. No support has been offered with respect to environmental uncertainty. The interview data provides some support for TCE's asset specificity proposition, however, minimal support was found in the survey phase. Despite this, the many dimensions of asset specificity (eg. site specificity, human asset specificity, etc) provided a useful checklist of issues to be considered in relation to the outsourcing decision. 3. Negligible support was found for labour process theory (LPT) in the interview phase of the study. In light of this, and the need to narrow the study’s focus in the survey phase, LPT was not pursued further. LPT is a difficult construct to operationalise, given the social desirability error that may result. This may partially account for the absence of significant LPT findings in the interview phase. 4. The survey data provides some support for the agency theory view that risky activities will tend to be outsourced. 5. Considerable cross-hotel variation exists in management of, and accounting's involvement in, outsourcing decision making and control systems. Accounting appraisal of outsourcing proposals rarely includes long term oriented, sophisticated techniques such as "net present value". It appears this may be because outsourcing decisions are not conducted in the context of the formal capital budgeting process. 6. High performing hotels and hotels that conduct their outsourcing decisions in the context of a long term outsourcing strategic agenda have more sophisticated outsourcing management systems.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
School of Accounting and Finance
Faculty of Commerce and Management
Full Text
3
Burton-Jones, John Alan, e n/a. "A COMPARATIVE CASE STUDY OF KNOWLEDGE SUPPLY AND ORGANIZATIONAL EFFECTIVENESS". University of Canberra. School of Professional Communication, 2007. http://erl.canberra.edu.au./public/adt-AUC20070814.114351.
Testo completoAbstract (sommario):
It has been widely observed that economic activities are increasingly dependent on
intangible, knowledge-based resources (Hayek, 1945; Drucker, 1966; Bell, 1973;
Brinkley, 2006). One result of the move to a knowledge economy is that traditional
notions of work and human resources have broken down and organizations have adopted
new methods of sourcing knowledge. This thesis addresses the question of how
organizations can optimally determine their requirements for knowledge from within and
outside their boundaries. The objective of the thesis is to develop a theory of
organizational knowledge supply and to test the theory in explaining and predicting the
effectiveness of an organization's knowledge sourcing strategies. The research question
driving this thesis therefore is: "eCan knowledge-based theory of the firm explain the
relationship between organizations' mix of internal and external human resources and
organizational effectiveness?"e
The aim of this thesis is to contribute to human resources and organizational theory
through its theoretical model and empirical evidence of the relationship between
knowledge sourcing and organizational effectiveness. The thesis also aims to contribute
to practice by informing organizations about the effectiveness of different human
sourcing practices.
Knowledge-based theory of the firm and contingency theory were used to develop an
initial theoretical model of fit and effectiveness. To extend existing theoretical models,
and to support the case study, the initial theoretical model was refined so that it not only
included fit and effectiveness (as in past research), but it also posited a model of the
intervening process by which fit leads to effectiveness.
To test the posited theoretical model, a comparative case study was commenced in mid-
2004, in two 4.5 star inner city hotels in Australia, each a member of a different hotel
group. Qualitative and quantitative research methods were used, with semi-structured
interviews and questionnaires as the key data collection methods. The main data
collection process was completed in April 2005.
The findings from the study generally support the theoretical model. The case study
however also revealed that much of the effect of the fit of human capital on
organizational effectiveness was constrained and enabled by two other organizational
resources (hotel systems and processes, and the hotel brand standard). This finding
suggests that existing theoretical models that suggest an independent effect of human
capital fit on performance may be incomplete.
In summary the thesis research question was answered with a conditional affirmative. In
other words, knowledge-based theory can explain the relationship between organizations'
mix of internal and external human resources and organizational effectiveness, but
existing knowledgehuman capital-based models of this relationship can be extended and
thus improved in two ways:
1) By positing a model of the intervening process by which human capital fit leads to
organizational effectiveness.
2) By positing a model of the degree to which the effect of human capital fit on
organizational effectiveness depends on other organizational resources.
4
Putra, Andreas Wahyu Gunawan, University of Western Sydney e Sydney Graduate School of Management. "Evaluating training programs : evaluating training programs for front line associates in the hotel sector in Sydney : demonstrating Kirkpatrick's model". THESIS_SGSM_XXX_Putra_A.xml, 2003. http://handle.uws.edu.au:8081/1959.7/723.
Testo completoAbstract (sommario):
Research for this project was undertaken by means of a broad and comprehensive literature search, a field study and the development of four working papers. It has been quoted,The hospitality industry appears to be facing increasing competitive pressures to improve the quality of its delivery of products and services. For many hotels, success depends largely on the availability of qualified line associates who are able to translate and consistently maintain their company's operational standards of service. Hotel companies, thus, must take training programs for front line associates seriously to accommodate the growing pressure to provide qualified associates. Consequently, many hotels now highlight training activities for front line associates as a means of providing an outstanding service for their customers. However, there is often scepticism about whether training actually pays off for organisations. Despite the importance of the topic, there appears to be little research on evaluating training for front line associates in the hospitality industry, particularly in the hotel sector. Therefore, this project is arguably pioneering in its analysis of applying the model chosen. It has demonstrated through empirical evidence the usefulness of the model to the four hotels in Sydney. This project has investigated evaluating training programs by analysing the reaction of the trainees, learning gained by the trainees, transfer of learning to the workplace by the trainees and training outcomes. The research is expected to be useful to other training practitioners and/or scholars who are interested in taking further research in the hospitality industry, particularly in the hotel sector.Doctor of Business Administration
5
Putra, Andreas Wahyu Gunawan. "Evaluating training programs : evaluating training programs for front line associates in the hotel sector in Sydney : demonstrating Kirkpatrick's model". Thesis, View thesis View thesis, 2003. http://handle.uws.edu.au:8081/1959.7/723.
Testo completoAbstract (sommario):
Research for this project was undertaken by means of a broad and comprehensive literature search, a field study and the development of four working papers. It has been quoted,The hospitality industry appears to be facing increasing competitive pressures to improve the quality of its delivery of products and services. For many hotels, success depends largely on the availability of qualified line associates who are able to translate and consistently maintain their company's operational standards of service. Hotel companies, thus, must take training programs for front line associates seriously to accommodate the growing pressure to provide qualified associates. Consequently, many hotels now highlight training activities for front line associates as a means of providing an outstanding service for their customers. However, there is often scepticism about whether training actually pays off for organisations. Despite the importance of the topic, there appears to be little research on evaluating training for front line associates in the hospitality industry, particularly in the hotel sector. Therefore, this project is arguably pioneering in its analysis of applying the model chosen. It has demonstrated through empirical evidence the usefulness of the model to the four hotels in Sydney. This project has investigated evaluating training programs by analysing the reaction of the trainees, learning gained by the trainees, transfer of learning to the workplace by the trainees and training outcomes. The research is expected to be useful to other training practitioners and/or scholars who are interested in taking further research in the hospitality industry, particularly in the hotel sector.
6
Turner, Michael James. "An Investigation of Asset Expenditure Management in Australian Hotels". Thesis, Griffith University, 2009. http://hdl.handle.net/10072/365224.
Testo completoAbstract (sommario):
Australian hotels compete with hotels in other countries in the international tourism market
and must therefore be in good physical condition to meet international and domestic traveller
expectations. This highlights the importance of hotels maintaining a continuing vigilance
with respect to ensuring asset related expenditure decision making is appropriately
conducted. Such decisions are, however, complex due to their high dollar value as well as
their cyclical, ambiguous and frequently irreversible nature. The broad aim of this research is
to further understanding of factors relating to asset expenditure management practices in
Australian hotels, a topic that has drawn little prior research attention.
The thesis has drawn extensively on theories of agency theory and organisational power. The
study adopted a mixed methods approach utilising two empirical phases. The first phase
involved a series of face-to-face interviews with six different stakeholder groups representing
asset managers, hotel lawyers, hotel auditors, hotel owners, hotel general managers, and hotel
financial controllers. A total of twenty interviews were conducted. The second phase
involved the administration of a questionnaire survey to general managers of Australian and
New Zealand hotels with twenty or more rooms and a star-rating of three or more.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
Full Text
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Bunzel, Dirk. "Real numbers, imaginary guests, and fantastic experiences : the Grand Seaside Hotel and the discursive construction of customer service". Thesis, View thesis, 2000. http://handle.uws.edu.au:8081/1959.7/27816.
Testo completoAbstract (sommario):
Based on a fourteen-month period of ethnographic research conducted in an Australian Coastal hotel, this thesis explores the issues of management in a flexible organization. Using a textual approach to the study of organizations, the thesis focusses on the customer service discourse, its constituents, and the processes of its symbolic (re-) production in the hotel studied. Using a variety of textual data-among them academic publications from authors as diverse as Foucault, Clegg, Haugaard, Ritzer and Castoriadis; various forms of fieldnotes; and detailed descriptions of ritual and ceremonial events - the thesis not only provides a vivid account of organizational life at the hotel, it also identifies aspects of the latter such as meetings, training and reward programmes, and customer response schemes, as disciplinary technologies applied to govern both employees and customers. Extending the considerations about the disciplinary qualities of the customer service discourse and linking them with the issues of new forms of control as recently debated in the larger field of organization studies, the thesis will identify the processes of imagination, normalization, and subjugation as central to the establishment of a new management doctrine: corporate culturism. This discussion will also reveal the essentially hybrid nature of control under this new doctrine and it will expose the process of managing meaning as fundamental to its constitution and endurance. Respectively, the thesis will identify the hotel studied as an organization that thrives on corporate culturism. As the thesis represents a contribution to the field of (organizational) ethnography, it will - by recurrently reflecting on some of the contemporary debates in the field- implicitly address status and practicability of empirical (ethnographic) research in a postmodern world.
8
Choi, Jeong-Gil. "The hotel industry cycle: developing an economic indicator system for the hotel industry". Thesis, Virginia Polytechnic Institute and State University, 1996. http://hdl.handle.net/10919/77739.
Testo completoAbstract (sommario):
The principal objective of this study was to develop an economic indicator system for the hotel industry in order to project the industry's growth and turning points. This study developed for the U.S. hotel industry a business cycle that would cover hotel activity as broadly as possible and one that would represent the magnitude of growth of the industry. This study also identified and selected seventy economic indicators for the hotel industry by reviewing literature and testing the characteristics of each time series which are available in public. By classifying the indicators into leading, coincident, and lagging indicators, this study formed composite indices for the groups of indicators and defined the relationships in terms of time lags between the hotel industry growth cycle and the series of composite indices.
For a twenty-eight year period ( 1966-1993 ), the hotel industry experienced three cycles (peak to peak or trough to trough). The hotel industry peaked in 1967, 1973, 1980, and 1989. The industry troughed in 1969, 1974, 1982, and 1991. The mean duration of the hotel industry cycles is 7.3 years, calculated either by peak to peak or trough to trough. An interesting finding is that the hotel industry declines sharply once it reached the peaks. In general, the mean duration for the contraction is about two years.
The hotel industry growth cycle representing the rate of growth changes was also identified by standardizing the changes, and by measuring and dating the cycles. The results showed that the hotel industry experienced high growth (a boom) every four or five years. The average expansion (L-H) period is about three years and the average contraction (H-L) period is about two years.
The performances of the composite indices for the leading, coincident, and lagging indicators were measured based on their timing differences of turning points compared with those of the industry cycles. The usefulness and effectiveness of the indicator system composed of composite indices of leading, coincident, and lagging indicators were empirically supported in this study. The results of this study imply the indicator system can be used as a forecasting tool for the hotel industry.Master of Science
9
Shevchuk, Yu A., e M. P. Denysenko. "Hotel industry business model formation". Thesis, Izdevniecība "Baltija Publishing", 2020. https://er.knutd.edu.ua/handle/123456789/17105.
Testo completo
10
Chu, Cheok Mei. "Customer loyalty in the hotel industry". Thesis, University of Macau, 2003. http://umaclib3.umac.mo/record=b1636644.
Testo completo
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Ahammad, Shamim. "Importance of Training in Hotel industry". Thesis, Södertörns högskola, Institutionen för naturvetenskap, miljö och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-19839.
Testo completoAbstract (sommario):
The highly competitive environment in which businesses operate today requires a skilful workforce in every organisation in order to remain a successful player in the competitive game of the industry. One of the main problems which occur in the workplace is the lack of training. A large number of employees can appear dissatisfied (Heinemann and Greenberger, 2002) due to being assigned responsibilities without-having the right knowledge and skills in that area. Training is an essential process which should be cautiously designed and implemented within all firms. The overall aim of this dissertation is to assess the importance of training- in work field.For many years now human capital has been regarded as vital for the efficient functioning of an organisation because of its contribution in improving productivity, business performance and economic growth (Schultz, 1961). Therefore it is important to invest in human resources through training (Lucas, 1988) in order to improve the competitive position of the firm, and because of the enhanced quality, innovation, continual increased productivity and in turn improved profitability that can be achieved through this (Taylor and Davies, 2004).Throughout this research the training system in Hilton Hotel will be examined and appropriate recommendations for a more effective training system will be given where appropriate. The overall aim of this study is to assess the importance of training in hospitality industry.
12
Yamamura, Takaharu. "Performance characteristics of the hotel industry". Thesis, Massachusetts Institute of Technology, 1990. http://hdl.handle.net/1721.1/70627.
Testo completo
13
Pine, R. J. "Technology transfer in the hotel industry". Thesis, University of Bradford, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.317571.
Testo completo
14
Denysenko, M. P., e Y. A. Shevchuk. "Investment in the hotel industry development". Thesis, Київський національний університет технологій та дизайну, 2020. https://er.knutd.edu.ua/handle/123456789/15740.
Testo completo
15
Stepanenko, Yu. "Gender inequality in the hotel industry". Thesis, Sumy State University, 2016. http://essuir.sumdu.edu.ua/handle/123456789/48948.
Testo completoAbstract (sommario):
Recently, the hospitality industry is getting developed in the modern economy that works within the national economics movement of the service field.
Hospitality brings not only income to the state, but also creates jobs that enable
people to get employed as with the higher education as without that. According to
the State Statistics Committee of March 2016 in Ukraine, there are 1218 hotels,
in common with all hostels and sanatoriums, amount of which is more than 3200.
This is due to the dynamic development and popularity of the hotel business, while
in Ukraine this kind of business is not good enough. Since the hotel business goes
on a level with the largest export branches of the world economy, such as
automobile manufacturing and oil production, the investors believe that Ukrainian
hospitality is promising, with opportunity to enter international networks, such as
Hilton.
16
Shahini, Rei. "Business Intelligence in the Hotel Industry". Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-100845.
Testo completoAbstract (sommario):
Applications of artificial intelligence (AI) in hospitality and accommodation have taken an enormous percentage of service-provision, helping automate most of the processes involved such as booking and purchasing, improving the guest experience, tracking of guest preferences and interests, etc. The aim of the study is to understand the roles, benefits and issues with the improvement of business intelligence (BI) in hospitality. This research is purposed to discover the applications of BI in hotel booking and accommodation. The investigation focuses on hotel guest experience, business operations and guest satisfaction. The research also shows how acquiring proper BI is supported by implementing a dynamic technology framework integrated with AI and a big data resource. In such a system, the intensive collection of customer data combined with an improved technology standard is achievable using AI. The research employs a qualitative approach for data discovery and collection. A thematic analysis helps generate proper findings that indicate an improvement in the entire hospitality service delivery system as well as customer satisfaction. In this thesis, there are examined various subsets of BI in tourism. The assessment analyzes competition arising from the application of these technologies. The study also shows the importance and application of harnessing data to gather insights about guest interests and preferences through the establishment of well-developed BI. Insights enable the customization of hotel services and products for individual guests. There is a considerable improvement in guest services and guest information collection, which is achieved through the creation of guest profiles. The research performs a discussion on the incorporation of AI and big data among other sub-components in creating diversified BI and seeks to identify the need for current BI applications in the hotel industry.
17
Kongboonma, Bovornrudee. "Application of technology in hotel industry /". Online version of thesis, 1992. http://hdl.handle.net/1850/10704.
Testo completo
18
Pine, Raymond John. "Technology transfer in the hotel industry". Online version, 1991. http://ethos.bl.uk/OrderDetails.do?did=1&uin=uk.bl.ethos.317571.
Testo completo
19
Summa, Tosporn. "Assessing the hotel requirements of professional sports teams for the hotel industry". Thesis, Virginia Tech, 1994. http://hdl.handle.net/10919/41944.
Testo completo
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Wong, On-shun Anson. "Sustainable development of the Guangdong hotel industry /". View the Table of Contents & Abstract, 2005. http://sunzi.lib.hku.hk/hkuto/record/B35085320.
Testo completo
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Wong, On-shun Anson, e 王安信. "Sustainable development of the Guangdong hotel industry". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2005. http://hub.hku.hk/bib/B45014401.
Testo completo
22
Collier, Eric. "Managing disciplinary application in the hotel industry". Thesis, Cape Technikon, 2004. http://hdl.handle.net/20.500.11838/1587.
Testo completoAbstract (sommario):
Thesis (MTech (Tourism and Hospitality Management)--Cape Technikon, Cape Town, 2004The problem of managing discipline in the hotel industry ranges from senior managers failing to manage discipline correctly, to junior/middle managers having insufficient practical experience and confidence to discipline effectively and justify the decisions they have made. Senior managers therefore lack confidence in junior/middle management's ability to manage discipline. The objective of this study is to provide senior management with simple, workable solutions to manage discipline correctly. This will enable senior management to delegate the management of discipline to junior/middle management correctly; to improve the confidence of junior/middle management in the management of practical discipline; to improve the confidence level of senior management in the ability of junior/middle management to manage discipline; and to .improve the ability of junior/middle management to correctly and confidently justify disciplinary decisions they have made. The study recommends that: senior management should take the lead and initiative to allocate time with junior/middle management to plan how to manage discipline effectively; the success of senior management's performance should be measured by how well junior/middle management achieve the performance competence to formally and practically manage discipline; senior management should provide structured feedback, coaching and counselling to junior/middle management on their performance; and senior management should coach junior/middle management on how to justify disciplinary decisions. The cost of this change, namely, coaching and influencing people, is not monetary, but one of commitment. It is the choice senior management should make. The choice is to want control or to coach, namely, to use power to change or influence change, to compel or develop people to take responsibility and ownership for what they were employed to do.
23
Denysenko, M., e Yu Shevchuk. "Modern education system in the hotel industry". Thesis, Київський національний університет технологій та дизайну, 2019. https://er.knutd.edu.ua/handle/123456789/14491.
Testo completo
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sintala, suraj kumar. "Information And Communication Technology in Hotel Industry". Kent State University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=kent1554496660762962.
Testo completo
25
Mason, Simon D. "Technology and change in the hotel industry the case of the hotel receptionist /". Online version, 1988. http://ethos.bl.uk/OrderDetails.do?did=1&uin=uk.bl.ethos.329870.
Testo completo
26
Mason, Simon Duncan. "Technology and change in the hotel industry : the case of the hotel receptionist". Thesis, Durham University, 1988. http://etheses.dur.ac.uk/1543/.
Testo completo
27
Czarnecki, Thomas. "Challenges and strategies for the service industry an empirical analysis of risk-reducing signals ; the example of the hotel industry". Hamburg Kovač, 2009. http://d-nb.info/996277943/04.
Testo completo
28
Hefti, Michelle. "Talent Retention Management in the Indian Hotel Industry". St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02601367002/$FILE/02601367002.pdf.
Testo completo
29
Akkaranggoon, Supalak. "Supply chain management practices in the hotel industry". Thesis, University of Exeter, 2010. http://hdl.handle.net/10036/3160.
Testo completoAbstract (sommario):
This thesis examines hotel food supply chain management practices and hotel food supply chains. The study is informed by qualitative data from 20 hotels of different characteristics. The results show three models of strategic sourcing strategy for affiliated hotels (chef-centred sourcing, centralised sourcing and flexible-centralised sourcing) and two models for independent hotel (chef-centred sourcing, and chef and owner sourcing strategy). Chef-centred sourcing can be a sourcing strategy for any type of hotel regardless of their affiliation; this sourcing strategy, however, is common among small group hotels, independent hotels and high-end hotel restaurants. Group hotels, however, are likely to employ a centralised-sourcing strategy with a degree of flexibility regarding supplier selection at property level. It was found that the higher the level of service, the more flexible the centralised sourcing strategy. These sourcing strategies have a strong, direct effect on how individual hotels source their food and therefore their food supply chain network structures. It is apparent that hotel food sourcing practice is complex and dynamic, and hotel business format is the main factor influencing individual hotel sourcing strategies. Hotel foodservice is characterised by low exploitation of information technology and manual-based supply chain activities with a high level of dependency on head chefs regarding supply chain performance. There is low level of implementation of supply chain initiatives among hotels in this study and the reason for this may be the products and production characteristics which differ from those in the retail sector. Although supplier cooperation and relationships between head chef and suppliers were found, there was an overall low level of collaboration between buyer and supplier. Consumer - ii - usage information was underutilised and under cultivated. Traditional arms-length buyer-seller relationships were commonly found in group hotels at both company level and property level. Overall hotel food SCM practice still displays traditional management characteristics and price-led decisions being apparent. An exception was found in high-end foodservice outlets and some outlets with chef sourcing strategies, where close long-term relationships between chefs and suppliers were found. The originality of this research lies in its attempt to fill a significant gap in hospitality management literature as well as to synthesise literature in the realms of supply chain management and hospitality management.
30
Boonchoo, Pattana. "Entrepreneurial marketing : evidence from the Thai hotel industry". Thesis, University of Reading, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.553058.
Testo completoAbstract (sommario):
The present thesis seeks to contribute to a relatively new area of research examining the interface between entrepreneurship and marketing, which is commonly referred to as entrepreneurial marketing (EM). The main aims of the study are twofold: (1) to explore and integrate the key dimensions of EM found in major EM literature in order to develop a new conceptual framework based on a resource-based view and the contingency theory in explaining the EM characteristics and behaviour of Thai hotels, and (2) to provide empirical evidence substantiating the interrelationships between the key dimensions of EM using exploratory and explanatory studies. To achieve these objectives, four major quantitative and qualitative studies were conducted, all of which complemented one another and contributed to the overall understanding of the proposed EM model. Through the use of cluster and regression analyses, the first two studies sought to explore the possible clusters of Thai hotels, based on key EM variables, and to test the interrelationships between the major variables governing cluster formations and selected EM variables. The third study explained and assessed the causal relationships and overall fit of the main EM model through structural equation modelling analysis. The last study was a qualitative study that sought to extend the explanations of marketing variables included in the model. It particularly aimed to explain the factors affecting managers' decisions to make changes to their marketing strategies, as well as the processes through which they make these changes. The data for the quantitative analyses were obtained through a mailed survey, with the final sample comprising 369 hotels across Thailand. Qualitative data were collected through semi- structured interviews with 40 hotel managers in five regions of the country. The overall findings supported the major claim of this thesis that organisations that are more entrepreneurially market- oriented tend to achieve better levels of organisational performance.
31
Morrison, Alison J. "Small firm strategic alliances : the UK hotel industry". Thesis, University of Strathclyde, 1995. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21315.
Testo completoAbstract (sommario):
The central objective of this thesis was to advance knowledge of the processes leading to the creation of small firm strategic alliance relationships, and the issues involved in their development and management. This has been recognised by the author as an underdeveloped area of research. Moreover, research analyses and evaluates the contribution of strategic alliances to the small firm operating within the sector in general and within the hotel industiy specifically. Literature research identified that strategic management through co-operative networks represented an appropriate business practice. Thus, empirical research activity focused on a specific form of partial network, that of a strategic alliance. A strategic alliance, Scotland's Commended Hotels and its member small hotel firms was selected as the subjects for empirical research. This strategic alliance is an example of small firms voluntarily co-operating, seeking to add to their competencies by combining marketing resources with those of their partners, in order to safeguard and improve their market and competitive position. This organisation was researched over a period of nine months using a multimethod approach combining qualitative and quantitative techniques in a planned systematic manner. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures, that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships. The significant contribution of the research has been to advance knowledge in respect to developing a comprehensive understanding of the dynamics involved in the creation, development and management of relationships, within the context of small firms, linked into resource constrained strategic alliances. Specifically, findings emphasised the interrelationship of: management practices and procedures; member characteristics and behaviour; strategy and structure; and organisational learning. It is only when all these components interlock, in appropriate measures,that the strategic alliance will be durable and productive over time. Moreover, the foundation stone of this proposition is the relationship between management and members. It was concluded that the concept of small firm strategic alliances has the potential to provide support for the small firm, enhance performance, and enable the retention of independence of ownership. Moreover, it has the possibility to perform a nurturing, incubator role. However, it was emphasised that a strategic alliance should not be simplisticly regarded as a panacea for the resolution of the strategic imperatives facing small firms. It is unlikely that blind subscription to the concept, without due understanding of the operating logic, and evaluation of the degree of strategic fit, will achieve positive outcomes for the member, or the core organisation. Moreover, owner/managers must understand that it is only with time, commitment, energy, compromise and strategic awareness that mutual enhanced business performance outcomes will be achieved through strategic alliance relationships.
32
Chan, Po-ying, e 陳寶瑩. "Planning for the hotel industry in Hong Kong". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31258785.
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33
Lucas, Rosemary. "Employee relations in the hotel and catering industry". Thesis, Manchester Metropolitan University, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337843.
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34
Fouejio-Tsobze, Brice. "Energy management in the South African hotel industry". Thesis, Cape Peninsula University of Technology, 2010. http://hdl.handle.net/20.500.11838/2211.
Testo completoAbstract (sommario):
Thesis (MTech (Electrical Engineering))--Cape Peninsula University of Technology, 2010.In recent years, the South African hotel industry has experienced increasing demand for hotel's services. At the same time, mounting costs of energy affects energy performance and public image. Energy management is a new approach to address those widespread problems. This study aimed to suggest good management practices and develop a "self-help" approach, to reduce the demand and costs of energy for the South Africa hotel industry. This is expected to result in monetary savings and conservation of energy resources. This has been done by conducting survey within seven selected hotels in Cape Town, metropolitan of South Africa. In addition, through the "self-help" guide, approaches to energy management system are also described, showing the ways for hotels to achieve better energy performance. Potentials for savings from good housekeeping are estimated to 10 - 15%. The "self-help" guide is recommended to be improved through implementation in pilot hotels; and the proposal set of benchmarks need to be different for hotels in different provinces of South Africa considering the differences in climate conditions. The result of this study range from presenting the energy conservation awareness, barriers, method of conservation, financial and institution mechanisms, policy measures, status of energy use and propose strategy to develop a "Self-help" guide for energy management in South African Hotel industry. It has been found that energy monitoring has been done in the South African Cape Town hotels. From the total energy consumed by this industry, electricity accounts 80% of it of which air conditioning takes the biggest share (about 50%) and the remaining for Liquefied Petroleum Gas (LPG), diesel and others fuels. In addition, through the "self-help" guide, approaches to energy management system are also described, showing the ways for hotels to achieve better energy performance. Potentials for savings from good housekeeping are estimated to 10 - 15%. The "self-help" guide is recommended to be improved through implementation in pilot hotels; and the proposal set of benchmarks need to be different for hotels in different provinces of South Africa considering the differences in climate conditions.
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Liu, Chun Kit. "Business excellence for the Hong Kong hotel industry". Thesis, Sheffield Hallam University, 2001. http://shura.shu.ac.uk/19973/.
Testo completoAbstract (sommario):
The purpose of this research is to understand the state of art of total quality management in Hong Kong Hotel Industry and to develop a model of business excellence to help monitor and guide hoteliers in search of excellence. With this in mind, a preliminary study was conducted to understand the concepts, management practices, barriers to their implementations and future plan that are pertinent to total quality management. Founded on Kanji's Business Excellence Model, the Business Excellence Model for Hong Kong Hotel Industry is developed, tested and applied using survey data from 28 members of the Hong Kong Hotels Association and the questionnaires are mainly responded by directorates of the hotels. To compliment the business excellence study, over 2,400 interviews were made from guests of 62 hotels to set up a customer satisfaction index for Hong Kong Hotel Industry. A full-scale study on customer satisfaction for three international and two Asian hotels is included as a case study. Five critical success factors are identified in the preliminary study and they are People Management, External Customer-Satisfaction, Teamwork, Internal Customer-Satisfaction and Leadership. Under staffing is the major barrier to the hotel's implementation of TQM in terms of both frequency and degrees of difficulty, and the approach believed to be short-lived gimmicks or fads comes second. The customer satisfaction survey 1999 reveals that Customer Satisfaction is mainly influenced by both Expectation and Perceived Quality. This, perhaps, gives the hoteliers the starting points for improving their customer satisfactions. Contrasts between the two groups of hotels in the case study reveal that the Asian group outperforms the International group of hotels in all the five dimensions of the Customer Satisfaction Model for both sexes and for both ethnic groups of White and Chinese. This indicates that the difference is something fundamental, perhaps in their quality cultures, quality initiatives and, most importantly, leaderships.
36
Santercole, Gina Marie. "Quality of work life in the hotel industry /". Online version of thesis, 1993. http://hdl.handle.net/1850/11585.
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Chan, Po-ying. "Planning for the hotel industry in Hong Kong /". Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14799856.
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38
Hensens, Wouter. "Hotel rating through guest feedback". Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1631.
Testo completoAbstract (sommario):
Hotel rating refers to the process where the comfort and services of a hotel are assessed and classified, usually in five categories, using stars as symbols. Conventional hotel rating systems are generally operated by governments or independent parties. However, with the growth of social media and customer-review sites, guest review platforms became an important source of information. The main aim of this study is to establish whether guest feedback can determine hotel ratings more accurately than conventional methods and whether a social media platform such as TripAdvisor can provide the necessary data to do so. The customer-review website, TripAdvisor, has grown rapidly and made a strong impact on the tourism and hotel industry. This study identifies the nature of TripAdvisor, its reliability, how its ratings compare with conventional ratings, and what criteria are used in guest reviews on TripAdvisor when assessing the quality of a hotel. These findings were triangulated with findings from the conventional rating systems of the 11 destinations that were sampled for this study to identify the value of TripAdvisor. Two samples were taken from TripAdvisor of 110 and 33 hotels, respectively. From the latter, ten guest reviews were gathered and analysed per hotel, resulting in a total of 330 reviews that were analysed. The study’s findings indicate that TripAdvisor is the largest guest feedback platform for hotels and its data can be considered to be reliable. The TripAdvisor ratings were not connected to the conventional ratings of the sampled hotels. The criteria used in TripAdvisor reviews focused more on service delivery than on the objective tangible elements used in most hotel rating systems. The rich context found in most guest reviews makes the information presented on TripAdvisor valuable. There is no evidence that conventionalrating system controls are linked to the comments found in TripAdvisor reviews. The results facilitated the identification of the delight and frustration factors in services marketing for the hotel industry. A new theory to include guest feedback in hotel ratings is developed and proposed. The study further presents two future scenarios, the most likely one of which predicts the demise of conventional rating systems as a result of the success of guest feedback platforms such as TripAdvisor.
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Wang, Junxian. "Online hotel booking system". CSUSB ScholarWorks, 2006. https://scholarworks.lib.csusb.edu/etd-project/3083.
Testo completoAbstract (sommario):
The Online Hotel Booking System was developed to allow customers to use a web browser to book a hotel, change the booking details, cancel the booking, change the personal profile, view the booking history, or view the hotel information through a GUI (graphical user interface). The system is implemented in PHP (Hypertext Preprocessor) and HTML (Hyper Text Markup Language).
40
Powell, Robert. "Industry value at risk in Australia". Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2007. https://ro.ecu.edu.au/theses/297.
Testo completoAbstract (sommario):
Value at Risk (VaR) models have gained increasing momentum in recent years. Market VaR is an important issue for banks since its adoption as a primary risk metric in the Basel Accords and the requirement that it is calculated on a daily basis. Credit risk modelling has become increasingly important to banks since the advent of Basel 11 which allows banks with sophisticated modelling techniques to use internal models for the purpose of calculating capital requirements. A high level of credit risk is often the key reason behind banks failing or experiencing severe difficulty. Conditional Value at Risk (CVaR) measures extreme risk, and is gaining popularity with the recognition that high losses are often impacted by a small number of extreme events.
41
Xing, Hong. "Service Innovation in Hotel Industry : Case Study of InfoQuest". Thesis, Karlstad University, Faculty of Economic Sciences, Communication and IT, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-4677.
Testo completoAbstract (sommario):
Being developed for centuries, Hotel Industry has been in its maturity period for a long time. Confronted with fierce competition and the current global economic crisis, it becomes a hot topic in Hotel Industry how to maintain and raise revenues. By shifting focus from ‘Goods-Dominant Logic’ to ‘Service-Dominant Logic’, Service Science presents a new perspective on value creation and service experience. In this new perspective, value is co-created by various roles, experienced and evaluated by customers. However, the problem is how to implement theories in a specific industry. Focusing on hotel industry, this paper aims to illustrate how service evolves with the development of technology and theory based on the case study of InfoQuest, which is an IT company mainly providing SaberKnot. InfoQuest redefines several economic roles (hotels, IT system provider, local businesses and customers) and relationships among them (from a linear model to a netlike model) where it injects Hotel Industry with new vitality. Both competitive advantages and potential problems that might arise from the service innovation are subsequently discussed. At last, a further analysis is made on the China market in order to show the possibility of that business entering into China.
42
Yang, Hui-O., e n/a. "Human resource management in the hotel industry in Taiwan". Swinburne University of Technology, 2007. http://adt.lib.swin.edu.au./public/adt-VSWT20070704.091205.
Testo completoAbstract (sommario):
This thesis examines contemporary human resource management (HRM) in the hotel industry in Taiwan. The hotel industry and the effective management of its human resources are of great economic significance for Taiwan, given the government's plans for doubling the number of international arrivals between 2002 and 2008 (Tourism Bureau 2005b). Yet previous research on this topic is scarce, consisting of only four studies, three of them unpublished Master's theses. Access to two of the studies is limited and all four studies have adopted a 'single issue' perspective in their investigation. This study has attempted a broader perspective, inviting exploration in an open-ended way of a range of contemporary issues and concerns. It also offers a literature review intended as a significant contribution in its own right, in its attempt to locate research helpful to the Taiwanese hotel industry.
The specific aims of this study were to explore the way managers in the hotel industry are thinking about what they identify as concerns, the HRM issues and practices they perceive as important in employee management, and the future plans they have for HRM. The data were gathered from the manager which each hotel identified as being best placed to discuss these issues. Findings from this study are presented with interpretation and commentary offered to compare the themes raised in this study with those identified in the literature.
Given the high proportion of quantitative studies in hospitality industry research across the world (Lucas and Deery 2004), a qualitative method is utilised in this research and in-depth interviews were chosen as the main vehicle for data collection. The characteristics of such qualitative research are exploratory and descriptive, creating a data set that is not possible to obtain through written questionnaires and surveys. Twenty-eight hotels were approached and fourteen hotels participated in this research, representing a 50 per cent response rate.
The results suggest that most participating hotels are focused on dealing with the day-to-day operational challenges of shortages of appropriately skilled staff, seasonal variations in workforce demand and employee turnover. While they perceive these issues as significant and challenging, they were mostly inclined to view these as 'facts of life' in the industry, and were relatively limited in their thinking about more fundamental and strategic solutions for dealing with them. However, some hotels are developing more innovative approaches to effectively engaging with these challenges, such as participating in joint-training programs with other hotels; developing long-term relationships with internship students; increasing employee empowerment and using the Balanced Scorecard (Nair 2004; Niven 2006) in performance management.
This study explores some ways in which these practical initiatives could be taken further. It also takes up a key theme which emerged from the interviews, namely the vital importance of developing sound customer service cultures and practices. Some practical ideas are explored to assist in this respect. On the bases of these findings, this study also concludes that human resource managers have a valuable role to play in the executive management teams of hotels. This role needs to be further developed and encouraged. The current and emerging challenges facing the industry demand an approach to HRM which is far more strategic than the traditional focus of personnel administration; instead, HRM has a key role to play in creating and sustaining competitive advantage in organisations.
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Yang, Hui-O. "Human resource management in the hotel industry in Taiwan". Australasian Digital Thesis Program, 2007. http://adt.lib.swin.edu.au/public/adt-VSWT20070704.091205/index.html.
Testo completoAbstract (sommario):
Thesis (DBA) -- Swinburne University of Technology, Australian Graduate School of Entrepreneurship, 2007.Doctor of Business Administration, Australian Graduate School of Entrepreneurship, Swinburne University of Technology, 2007. Typescript. Includes bibliographical references (p. 264-285).
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Kwong, Hui-lok Anthony, e 鄺栩樂. "Integrated environmental management in the hotel industry in HongKong". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2005. http://hub.hku.hk/bib/B45013093.
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45
Montagner, Mauro 1966. "The role of chains in the Italian hotel industry". Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/68786.
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46
Peixoto, Adriano de Lemos Alves. "Management practices, productivity and performance in the hotel industry". Thesis, University of Sheffield, 2008. http://etheses.whiterose.ac.uk/14512/.
Testo completoAbstract (sommario):
The research reported in this thesis investigates the impact of the effective use of management practices on performance and productivity in the hotel industry, a low skilled, labour intensive service activity, with an especial attention been paid to Human Resources practices. This research was motivated by a need to understand how service sector activities are organised for high-performance, acknowledging its importance to the economy in terms of number of employees and contribution to the GDP. This research stands in the confluence of two distinctive but complementary research traditions: one arising from HRM and the other from productivity studies.
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Berjat, Estelle. "How to improve customer satisfaction in luxury hotel industry". Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-33449.
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48
Esekow, Jeremy. "The balanced scorecard in the South African hotel industry". Master's thesis, University of Cape Town, 2001. http://hdl.handle.net/11427/7712.
Testo completoAbstract (sommario):
Bibliography: leaves 137-141.The hotel industry is one where success or failure largely depends on service quality. To control financial performance in such an environment, management must be aware of the need to closely monitor and control this non-financial aspect. This does not appear to have been the case to date. The Hotels and Leisure Sector of the Johannesburg Stock Exchange is one of the poorest performing, with the hotel groups having fared the worst. An oversupply of hotel rooms, the increasing availability of alternative forms of accommodation and a perceived decline in service standards are amongst the threats causing these unfortunate results. Management action is thus necessary to survive and prosper in the face of these current challenges. A case has already been made for the necessity of employing the use of non-financial indicators in the management of most organizations. The use of such indicators within a structured management system has proven to yield better information for decision-making and control than merely adding a selection of indicators to an existing financial reporting framework. Several structured management control systems exist. It is suggested that the balanced scorecard, where overall organizational strategy is linked to individual goal setting and action, is a highly effective management tool within a hotel environment. The measurement of performance relating to customer, service process and infrastructural goals within the standard key perspectives of a balanced scorecard enables a hotel manager to better control the intangible service process. Thus guest - staff interaction can be successfully controlled in line with the hotels strategy, while at the same time, environmental challenges will have been built into the goal setting equation. The balanced scorecard has been implemented successfully in several hotel groups internationally, proving its suitability to the industry. It is thus recommended as a solution to the ailing South African hotel industry.
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Horák, Tomáš. "The Importance of Managing eWOM in the Hotel Industry". Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-196522.
Testo completoAbstract (sommario):
The goal of this thesis is to investigate the effects of different hotel response strategies to negative user-generated electronic word of mouth on online travel guide sites and subsequently to identify managerial implications that would lead to an effective online review management in the hotel industry. Three basic response strategies to a negative review were identified: no-response strategy, defensive response strategy and accommodating response strategy. An experimental research method with 240 respondents proved that accommodating response to a negative review has positive impact on customer's perception of a hotel. The most negative perception was observed by the defensive response strategy. The results of this experimental research were confirmed in a Mann-Whitney U-test.
50
Chung, Wen-Yi Tera. "Sexual harassment : a pilot study in the hotel industry /". Online version of thesis, 1993. http://hdl.handle.net/1850/11448.
Testo completo