Strategic Management for Travel and Tourism

Evans, Nigel; Campbell, David; Stonehouse, George

doi:10.4324/9780080498294

Cited by 99 publications

(97 citation statements)

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“…We can find some indirect references in the theory of destination management (e.g. Buhalis, 2000;Evans, Campbell & Stonehouse, 2003), destination competitiveness (e.g. Ritchie & Crouch, 2003), or in some practical research oriented on stakeholder management (e.g.…”

Section: ⅴ Discussionmentioning

confidence: 99%

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Multi-Criteria Approach for Measuring Stakeholder Perception on the Impacts of Tourism Policy

Gunina¹,

Oberhel²

2017

Glob Bus Financ Rev

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A B S T R A C TRecognizing the role stakeholders have in the tourism development process, this paper focuses on assessing tourism impacts related to the tourism policy priorities from the point of view of destination stakeholders in three well-known tourism destinations in the South Bohemian Region in the Czech Republic. Its aim is to analyze stakeholder perception of tourism impacts and identify such priorities which have the greatest anticipated impacts on developing a given destination. The research is based on a mix of qualitative research approach and innovative application of the Analytic Hierarchy Process (AHP). The representatives of three stakeholder groups provide the researchers with information about the importance of economic and non-economic tourism impacts and contributions of tourism policy's strategic priorities to four categories of tourism impacts. Based on comprehensive data analysis, the researchers construct a three-level hierarchical structure mapping the importance of various tourism impacts, then sorting the priorities with respect to stakeholder preferences, and finally identifying a gap between the actual and preferred orientations of tourism policy. In such a way, the paper offers a comprehensive recipe for local governments which can be instrumental in realizing tourism policy while being able to promote the most important impacts of tourism on destination's development from the point of view of destination stakeholders.

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Section: ⅴ Discussionmentioning

confidence: 99%

“…As many authors note, the planning process enables the destination to enhance its competitiveness and maximises the benefits of tourism at the same time (e.g. Evans, Campbell & Stonehouse, 2003;Edgell, DelMastro, Smith & Swanson, 2008;Goeldner & Ritchie, 2012).…”

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confidence: 99%

Multi-Criteria Approach for Measuring Stakeholder Perception on the Impacts of Tourism Policy

Gunina¹,

Oberhel²

2017

Glob Bus Financ Rev

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“…The concept of hospitality management may be universal, but its' efficient and effective application varies from culture to culture, from one customer segment to another. In literature, six fundamental patterns of cultural differences effecting hospitality managers' applications efficiency and effectiveness are stated as (Gee, 1994;Pırnar, 2005;Clarke and Chen, 2007): flexible programming, quality management, security and safety management, cultural issues, green energy management, eco-lodging, e-tourism applications, adaptation and skills and legal provisions (Kay, 2000;Kotler and Armstrong, 2001;Evans, Campbell and Stonehouse, 2002;Kotler, Bowen and Makens, 2006;Yesawich, 2007;Forrester, 2008, Dixit, 2013.…”

Section: Hospitality Managementmentioning

confidence: 99%

Specifications for Effective Hotel Managers : View of Izmir Hotels' Managers

Pırnar¹

2014

Journal of Yaşar University

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Hospitality industry is one of the most profitable industries with a high potential for increase, thus being a hospitality manager is one of the most trendy and prestigıous jobs of today. It is also a challenging job since, being an effective one is quite complex due to recorded industrial higher heart burn effects, rapid industrial changes in demand, constant trends and severe industrial competition.Due to its' specific, yet, challenging and ever changing characteristics of this job title, it is important to realize and accomplish the necessities of being an effective and successful hotel manager. Due to this fact, the study emphasizes on necessities of effective hotel management from the perspective of strategic hotel managers applications and point of views on the topic, trying to further improve the topic with their suggestions. The study consists of two parts; a theoretical background to support the practical research conducted by a qualitative research method with the scope consisting of 4 and 5 star hotel managers of Izmir destination.

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“…The need to adopt a strategic approach to the management of tourism enterprises is evidenced by a number of academic texts illustrating the 'how and why that this should happen' (Evans, Campbell, & Stonehouse, 2003;Moutinho, 2000;Murphy & Murphy, 2004;Teare & Hadyn, 1994;Tribe, 1997). As the numbers of undergraduate and postgraduate tourism management courses are already prolific, one would expect further books and manuals on the subject in the near future.…”

Section: Introductionmentioning

confidence: 99%

A strategic analysis of volunteer tourism organisations

Benson

Henderson

2011

The Service Industries Journal

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A significant number of tourists now wish to combine their concern for the degradation of the environment with their vacation activities. This concern, together with the need for educated people to work on ecological and scientific projects, has led to the emergence of a small but growing number of UK organisations that bring together paying volunteers and research projects to support research into sustainable development. There is little academic literature on the organisations that provide this travel service. The article examines key dynamics of the research volunteer market examined with data from questionnaire responses, interviews and observation. The article uses Porter's five forces model and the Strategic Position and Action Evaluation (SPACE) framework to strategically analyse this sector. The findings suggest that none of the five forces are strong enough to depress profits and therefore, the balance sheets should be healthy; however, this is not always the case. Consequently, the SPACE factors that appear related to the financial viability of the firms are explored. In conclusion, firms have the ability to make a substantial contribution to environmental sustainability and their survival is important; however, the risks of operating in this sector are relatively high.

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Strategic Management for Travel and Tourism

Cited by 99 publications

References 0 publications

Multi-Criteria Approach for Measuring Stakeholder Perception on the Impacts of Tourism Policy

Multi-Criteria Approach for Measuring Stakeholder Perception on the Impacts of Tourism Policy

Specifications for Effective Hotel Managers : View of Izmir Hotels' Managers

A strategic analysis of volunteer tourism organisations

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