Siga este link para ver outros tipos de publicações sobre o tema: Hotel industry.
Teses / dissertações sobre o tema "Hotel industry"
Crie uma referência precisa em APA, MLA, Chicago, Harvard, e outros estilos
Veja os 50 melhores trabalhos (teses / dissertações) para estudos sobre o assunto "Hotel industry".
Ao lado de cada fonte na lista de referências, há um botão "Adicionar à bibliografia". Clique e geraremos automaticamente a citação bibliográfica do trabalho escolhido no estilo de citação de que você precisa: APA, MLA, Harvard, Chicago, Vancouver, etc.
Você também pode baixar o texto completo da publicação científica em formato .pdf e ler o resumo do trabalho online se estiver presente nos metadados.
Veja as teses / dissertações das mais diversas áreas científicas e compile uma bibliografia correta.
1
Wilson, Simon David. "Environmental management systems and their implications on industry in Hong Kong : a case study of the hotel industry /". Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B1750661X.
Texto completo da fonte
2
Chung, Wen-Yi Tera. "Sexual harassment : a pilot study in the hotel industry /". Online version of thesis, 1993. http://hdl.handle.net/1850/11448.
Texto completo da fonte
3
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.
Texto completo da fonteResumo:
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
4
Kim, Seakyoung. "Multi-attribute utility test of U.S. frequent guest programs with application to the Korean lodging industry /". Online version of thesis, 1993. http://hdl.handle.net/1850/12087.
Texto completo da fonte
5
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.
Texto completo da fonte
6
Kim, Sun-Hwa. "An investigation into hotel employees' perception of green practices". Master's thesis, Orlando, Fla. : University of Central Florida, 2009. http://purl.fcla.edu/fcla/etd/CFE0002908.
Texto completo da fonte
7
Chu, Cheok Mei. "Customer loyalty in the hotel industry". Thesis, University of Macau, 2003. http://umaclib3.umac.mo/record=b1636644.
Texto completo da fonte
8
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.
Texto completo da fonteResumo:
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.
9
Yamamura, Takaharu. "Performance characteristics of the hotel industry". Thesis, Massachusetts Institute of Technology, 1990. http://hdl.handle.net/1721.1/70627.
Texto completo da fonte
10
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.
Texto completo da fonte
11
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.
Texto completo da fonte
12
Stepanenko, Yu. "Gender inequality in the hotel industry". Thesis, Sumy State University, 2016. http://essuir.sumdu.edu.ua/handle/123456789/48948.
Texto completo da fonteResumo:
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.
13
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.
Texto completo da fonteResumo:
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.
14
Kongboonma, Bovornrudee. "Application of technology in hotel industry /". Online version of thesis, 1992. http://hdl.handle.net/1850/10704.
Texto completo da fonte
15
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.
Texto completo da fonte
16
Davids, Nadia. "The importance of financial management knowledge and accounting skills among department managers in the hotel industry within the Cape Town metropolis". Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2650.
Texto completo da fonteResumo:
Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2017.The hospitality industry has undergone far-reaching changes based on discussions held with industry representatives. Due to the rapid development of accounting systems there is an over reliance on systems to control costs. This influences the accounting skills of department managers, which are insufficient to manage their departments effectively. The research investigates the role and relevance of accounting skills amongst department managers of selected hotels in Cape Town. The research methodology employed a semi-structured questionnaire that was used to collect quantitative and qualitative data. The focus was on selected three-star (3) and five-star (5) hotels within Cape Town. The findings were drawn from a small sample of 45 hotels, among which 35 participants from the 45 hotels completed the questionnaire. A review of literature identified a strong need for department managers to have accounting skills, but there is limited evidence whether they actually hold these skills. Statistical analysis of the responses revealed that less than 50% of the participants were confident that they had sufficient accounting skills to manage their departments effectively. Two key issues were identified (1) the benefits of accounting skills (2) the need for formal accounting skills training. If the findings and concerns of the lack of accounting skills are not addressed it will affect cost control, costs will increase and profitability will be negatively affected. Recommendations include more interaction and forging links between academia and industry. A challenge for hospitality academics is review current financial management training provided and introduces mentorship programmes to develop the accounting skills of department managers.
17
Summa, Tosporn. "Assessing the hotel requirements of professional sports teams for the hotel industry". Thesis, Virginia Tech, 1994. http://hdl.handle.net/10919/41944.
Texto completo da fonte
18
Dharmesti, Maria. "Sustainable Hotels: Management and Consumer Pro-environmental Behaviours". Thesis, Griffith University, 2017. http://hdl.handle.net/10072/370728.
Texto completo da fonteResumo:
This research project focused on developing a better understanding of the role of
consumer and management in mainstream hotels in achieving sustainability. The
structure of this research is initiated by providing more information about the main
research background, followed by a literature review and development of the models
used. The research design is presented with the models. Results of three studies are
explained and discussed.
The main research question to be answered is ‘What is the role of consumer and
management in creating sustainability in a hotel context?’ The literature review on
stakeholder theory in strategic green management suggested a multi-perspective
involvement (company and customers) in establishing green management in hotels. The
hotel consumer literature review found a high extent of Theory of Planned Behaviour
(TPB) approaches used to conceptualise individual Pro-Environmental Behaviour
(PEB) in existing models. However, fewer studies clearly pointed out that the inclusion
of hotel green attributes contributes to a better explanation of customer loyalty in hotels.
There is also scarcity in the inclusion of behavioural elements and mindfulness in
existing PEB models. This research includes a novel feature of mindfulness, domestic
green habits (behaviour), and hotel green attributes (context) as an alternative approach
to explain individual PEB in hotels. In accordance with stakeholder theory, this research
examines co-operations between hotel management and customers to establish business
sustainability and provide win-win-win solutions for customers, company, and the
natural environment.
This research is designed on the pragmatist paradigm. A sequence of mixedmethods
design (qualitative – quantitative – qualitative) was selected as the strategy of
inquiry. In the first qualitative phase, two customer focus group discussions were
conducted to develop some questionnaire items. After the pilot study, a survey targeting
3-star to 5-star hotel users was conducted in Indonesia (n=324). A similar survey was
also carried out in Australia (n=339). Hotel management interviews (n=26) were also
conducted to develop better understandings on hotel pro-environmental management from managers’ perspectives.
The empirical studies presented in this research suggest that the proenvironmental
collaboration between consumer and hotel management maintains a
significant role in achieving sustainable hotel business. The study of individual PEB in
hotels suggests that mindfulness significantly impacts consumer PEB in hotels. Hotel
green attributes are found to be prominent in facilitating green behaviours in hotels. The
study of the influence of hotel green attributes on customer loyalty suggests that the
establishment of hotel green attributes supports customer’s positive attitudes towards
the hotel’s brand and exhorts customer loyalty. The significance of green attributes in
hotels conforms to the results of manager interviews. The green typology developed
from the management interviews suggests high-level motivation, wide scope, very good
processes and monitoring, and enhanced levels of customer communication enables best
practice pro-environmental management.
Exploring PEB in hotels from different perspectives contributes a green
collaboration concept between consumer and hotel management to the hotel
sustainability literature. A typology of hotel green management is presented to predict
the extent of green practices in mainstream hotels. The green management criteria of the
typology contribute insights to the actualisation of green management in mainstream
hotels, and detailed standards to achieve best green practices in hotels. Supporting the
stakeholder theory, staff participation and customer communications are necessary to
achieve best green management practices. The novel concept of mindfulness and the
behavioural approach to determining consumer PEB in hotels contribute a new
perspective to the consumer behaviour literature. This research contributes to hotel
management literature by providing insights on the prominent role of hotel green
attributes in the actualisation of customer PEB in hotels. Findings of this research add
deeper understandings of the role of hotel green attributes and customer experience in
generating customer loyalty in hotels.
Practically, this research mainly points to green collaboration between
stakeholders (managers, staff, and consumer) that can be applied in hotel management.
The green management typology criteria developed from this research can be applied to
measure the extent of a hotel’s green practices. It can also assist hotel managements by
providing a valid reference to enable best green practices in their hotels. Results of this
research encourage hotel managers to involve the staff in formulating a green strategy
and communicate the green strategy to their customers. Noting the positive impact of
hotel green attributes and good hotel customer experience on loyalty, findings of this research deliver a novel approach for hotel management to gain a better understanding
of their customers and to improve customer loyalty in their hotel. The inclusion of
behavioural aspects and mindfulness in determining hotel PEB challenges and
encourages the enactment of PEB among hotel customers.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Dept of Marketing
Griffith Business School
Full Text
19
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.
Texto completo da fonte
20
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.
Texto completo da fonte
21
Collier, Eric. "Managing disciplinary application in the hotel industry". Thesis, Cape Technikon, 2004. http://hdl.handle.net/20.500.11838/1587.
Texto completo da fonteResumo:
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.
22
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.
Texto completo da fonte
23
sintala, suraj kumar. "Information And Communication Technology in Hotel Industry". Kent State University / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=kent1554496660762962.
Texto completo da fonte
24
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.
Texto completo da fonte
25
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/.
Texto completo da fonte
26
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.
Texto completo da fonte
27
Nunes, Joana Raquel Augusto. "Internationalization strategy of Altis Hotels to Madrid, Spain". Master's thesis, NSBE - UNL, 2013. http://hdl.handle.net/10362/9794.
Texto completo da fonteResumo:
A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and EconomicsAltis Hotels Group is a successful family owned hotel group that holds a portfolio of several hotels in Lisbon, Portugal. Despite the success in the Portuguese market, aspects 3 such as the current economic crisis led Altis to consider the option of internationalizing and exploring opportunities in new markets. Initially, the company’s competitiveness in the Portuguese market was analysed in order to understand whether it has the necessary skills to pursue internationalization. This analysis was followed by a macro-environmental study of the country of destiny - Spain, and an analysis of characteristics of the hotel industry as well as opportunities to be explored in the city of Madrid. In the end, taking into account all of the previously mentioned analysis, an implementation plan is proposed.
28
Harley, Nicole Marisa. "A case study of formal training of the front desk agent in Rochester, Monroe County, New York /". Online version of thesis, 1991. http://hdl.handle.net/1850/12086.
Texto completo da fonte
29
Thongkao, Aungkan. "How green is your hotel? : an examination of environmentally friendly practices of the Phuket hotel industry". Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2002. https://ro.ecu.edu.au/theses/739.
Texto completo da fonteResumo:
The global hospitality industry is currently facing many challenges from the external business environment. These include the effects of global recession, a downturn in overall trade and an increased demand for service excellence from a much more quality conscious clientele. A more recent challenge, however, relates to an increase in global awareness of environmental issues. Contemporary consumers require goods and services to be produced, or delivered, in environmentally friendly ways. As a result, managers are being forced to reconsider their business strategies and activities. Indeed a wide range of industries has already responded to consumers' dictates on conservation issues. It is now universally accepted that organisations can only achieve their strategic objectives by adopting an environmentally friendly philosophy. The global hotel industry, like any other industry sector, can no longer resist this trend. This study, therefore, shall examine the extent of environmental management practice in the hotel industry, which is one of the major sectors responsible for the development of sustainable tourism. In particular, this study investigated the extent of Green Practice within the Phuket hotel industry, in Thailand. It reports the findings from a two-stage methodology that was designed to shed light on both the current extent of environmental practice within the Phuket hotel industry, as well as the motivation(s) for such practice. Empirical research is reported on a survey of Phuket hotels, with results suggesting that whilst there is evidence of environmentally sensitive practice within the Phuket hotel industry, this is not widespread and rather uncoordinated. The results further suggest low levels of environmental awareness amongst Phuket hoteliers and that where environmentally sensitive practices have been operationalised, this has been due more to the search for bottom line savings than any internalised believe in the value of any such practice.
30
Hensens, Wouter. "Hotel rating through guest feedback". Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1631.
Texto completo da fonteResumo:
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.
31
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.
Texto completo da fonte
32
Akkaranggoon, Supalak. "Supply chain management practices in the hotel industry". Thesis, University of Exeter, 2010. http://hdl.handle.net/10036/3160.
Texto completo da fonteResumo:
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.
33
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.
Texto completo da fonteResumo:
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.
34
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.
Texto completo da fonteResumo:
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.
35
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.
Texto completo da fonte
36
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.
Texto completo da fonte
37
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.
Texto completo da fonteResumo:
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.
38
Liu, Chun Kit. "Business excellence for the Hong Kong hotel industry". Thesis, Sheffield Hallam University, 2001. http://shura.shu.ac.uk/19973/.
Texto completo da fonteResumo:
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.
39
Santercole, Gina Marie. "Quality of work life in the hotel industry /". Online version of thesis, 1993. http://hdl.handle.net/1850/11585.
Texto completo da fonte
40
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.
Texto completo da fonte
41
Wang, Junxian. "Online hotel booking system". CSUSB ScholarWorks, 2006. https://scholarworks.lib.csusb.edu/etd-project/3083.
Texto completo da fonteResumo:
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).
42
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.
Texto completo da fonteResumo:
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).
43
Kieliszewski, Cheryl A. "Relamping hotel guestrooms to decrease operating costs". Thesis, This resource online, 1996. http://scholar.lib.vt.edu/theses/available/etd-02132009-171036/.
Texto completo da fonte
44
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.
Texto completo da fonteResumo:
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.
45
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.
Texto completo da fonteResumo:
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.
46
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.
Texto completo da fonteResumo:
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.
47
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.
Texto completo da fonte
48
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.
Texto completo da fonte
49
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/.
Texto completo da fonteResumo:
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.
50
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.
Texto completo da fonte