Dentre as estratégias utilizadas pelas organizações, inclusive prestadoras de serviço, no intuito de fazer frente à concorrência e manter-se competitivas no mercado, encontra-se a busca constante da inovação. Muito já se estudou sobre inovação em indústrias manufatureiras. Utterback (1994) estudou diferentes indústrias, incluindo as de bens não-montados (como o vidro), no intuito de compreender como se dá o processo de inovação e como acontece o design dominante. Henderson e Clark (1990) buscaram compreender os tipos de inovações possíveis a partir dos componentes do produto e das ligações entre esses componentes. Pavitt (1984) propôs uma taxonomia para inovação nas indústrias considerando a sinergia entre as organizações. Também no setor de serviços são encontrados estudos sobre inovação, propondo classificações genéricas, principalmente a partir das mudanças tecnológicas e/ou integradoras. Haja vista os estudos de Barras (1986), Shostack (1987), Gallouj e Weinstein (1997), Miozzo e Soete (2001), entre outros. Mas esses estudos não consideram uma análise longitudinal das empresas prestadoras de serviços, nem buscam compreender como acontece a dinâmica dessas inovações ao longo do tempo dentro dessas organizações. A importância do setor de serviços na economia brasileira tem aumentado gradativamente...
In - Service Management Concepts: Implications for Hospitality Management – a study by K. Michael Haywood, Associate Professor, School of Hotel and Food Administration, University of Guelph, Ontario, Canada, Associate Professor Haywood initially proffers: “The study and application of hospitality management has progressed on its own for many years; however, managers are not immune to the knowledge gained from study of other service industries. The author synthesizes what is happening in the area of service management, looks at its relevance to hospitality management, and identifies a few important implications of service management for hospitality managers.”
The author draws a distinction between non-denominated service management, and service management as it applies to the hospitality industry. This is done to make an apparent comparison, as many people would assume the two are one in the same. They are not, and the contrast works well here.
“While much of what we already know about effective management applies to service industries, some of the traditional concepts of management are inadequate in solving the problems faced by service businesses,” Haywood points out. “If a body of knowledge to be known as service management already exists...
Despite the almost one-hundred-year history of hospitality-management education; the hundreds of well-established two-year, four-year, and graduate programs worldwide; and the hundreds of thousands of graduates those programs have prepared for careers in the industry, hospitality-management education’s merit and place in higher education are still questioned at times, to the dismay of hospitality educators the world over. This article delineates several features of hospitality management that make these programs valuable and unique and provides compelling arguments in its favor. The arguments include: 1) courses tailored to the hospitality industry, the world’s largest industry; 2) focus on small-business management as well as corporate enterprises; 3) emphasis on services and service management, not manufacturing; 4) programs and coursework focused on people management, which it at the core of the hospitality businesses; 5) unique focus on the specific issues of food and beverage management, the largest component of the hospitality industry; and 6) transferability of graduates’ knowledge and skill sets, which are in high demand among other service industries. While business programs focus on the fundamentals of management and production...
Despite rapid growth in the quality and volume of hospitality graduate research and education in recent years, little information is available in the extant body of literature about the program choices of hospitality management graduate students, information that is crucial for program administrators and faculty in their attempts to attract the most promising students to their programs. This paper reports on a study among graduate students in U.S, hospitality management programs designed to understand why they chose to pursue their degrees at their programs of choice. Given the large numbers of international students presently enrolled, the study additionally looked into why international hospitality management students chose to leave their home countries and why they decided to pursue a graduate degree in the U.S. Based on the findings, implications for hospitality administrators and faculty in the U.S. and abroad are discussed and directions for future research are presented.
In her discussion - Understanding Annual Reports of Hospitality Firms - by Elisa S. Moncarz, Associate Professor, School of Hospitality Management, Florida International University, Associate Professor Moncarz initially offers: “Management bears full responsibility for the reporting function of annual reports prepared by publicly-held companies designed to provide interested parties with information that is useful in making business and economic decisions. In Part I the author reviews the content of annual reports of firms in the hospitality industry, while looking at recent developments affecting annual reports. Part 11, in a subsequent issue, will comprise an in-depth examination of the annual report of an actual firm in the hospitality industry, focusing on suggested guidelines and recommendations for how to use annual reports as an aid to the decision-making process in the hospitality industry.”
This article is to be considered a primer on reading and understanding annual reports, as well as a glimpse into the dynamics that affect them.
In defining what an annual report is, Associate Professor Moncarz informs you with citation, “Annual reports are required by the Securities Exchange Commission (SEC) ¹ for all companies with securities sold to the general public. These reports...
In her dialogue entitled - Restructuring in the Hospitality Industry - Elisa S. Moncarz, Associate Professor, the School of Hospitality Management at Florida International University, intends for you to know the following: “Recent years have seen a proliferation of restructurings of major American corporations creating an extremely important issue that has affected U.S. business. This article discusses restructuring issues in the hospitality industry, focusing attention on its causes and motivations, as well as on its benefits and perils. The author considers the impact of restructuring on investors and management while examining recent restructurings involving hospitality firms.”
In defining the concept of restructuring, Associate Professor Moncarz informs you, “Restructuring entails the implementation of fundamental and comprehensive modification of a company's operational and/or financial structure.”
“It has, indeed, become fashionable to take a company apart and put it back together in a different form,” the author says. Additionally, Moncarz refers to a Wall Street Journal study, dated August 1985, which reveals that nearly half the large American corporations were, or were soon to be restructured in the 1984/85 time frame.
There are several distinct types of restructurings and the author wants you to be aware of some of them. “…threats of takeover attempts...
In - Managing Quality In the Hospitality Industry – an observation by W. Gerald Glover, Associate Professor, Hospitality Management Program, Appalachian State University, initially Glover establishes: “Quality is a primary concern in the hospitality industry. The author sees problems in the nature of the way businesses are managed and discusses approaches to ensuring quality in corporate cultures.”
As the title suggests, the author wants to point out certain discrepancies in hospitality quality control, as well as enlighten you as to how to address some of these concerns.
“A discussion of quality presents some interesting dilemmas. Quality is something that almost everyone wants,” Assistant Professor Glover notes. “Service businesses will never admit that they don't provide it to their customers, and few people actually understand what it takes to make it happen,” he further maintains.
Glover wants you to know that in a dynamic industry such as hospitality, quality is the common denominator. Whether it be hotel, restaurant, airline, et al., quality is the raison d’être of the industry. “Quality involves the consistent delivery of a product or service according to the expected standards,” Glover provides.
Many, if not all quality deficiencies can be traced back to management...
Profiling the Campus Recruiter At a Four-Year Hospitality Program, is a written profile, supported by anecdotal rather than stridently empirical evidence, by Al lzzolo, Assistant Professor, College of Hotel Administration, University of Nevada, Las Vegas. “Each year major chain corporations as well as single unit companies interview hospitality students throughout the country. A study conducted at the University of Nevada, Las Vegas, was designed to profile the hospitality industry campus recruiter and to provide meaningful data to college students who would be interviewing with these recruiters,” the author initially proffers.
“Recruiting at the four-year hospitality program, by its nature, is not a science, nor is it highly quantifiable. The interviewing and selection processes are highly subjective and vary from company to company,” says Izzolo to preface his essay.
“Data were collected via a questionnaire specifically designed to answer questions about the recruiters and/or the companies that sent interviewers to the placement office of the university's hospitality program,” our author says to explain the process used to gather information for the piece.
Findings of the study indicate that the typical recruiter is male...
In the article - Planning Buy-Sell Agreements In The Hospitality Industry - by John M. Tarras, Assistant Professor, School of Hotel, Restaurant and Institutional Management at Michigan State University, the author initially observes: “The vast majority of hospitality firms (restaurants, hotels, etc.) would be considered closely-held corporations. As such, they have unique planning problems compared to large, publicly-traded hospitality firms. One area of special concern to the closely-held hospitality firm is the planning and adoption of a buy-sell agreement.”
The above thesis statement outlines the heart of the article; the buy-sell agreement in regard to smaller [closely held, as Tarras calls them] corporations.
The theory is narrow and pro-active, spanning the gap between personal-to-corporate stock manipulations.
“The primary purpose of a buy-sell agreement is to contribute to the orderly transfer of a shareholder's stock in a hospitality firm upon some future incident [typically retirement, withdrawal of a shareholder, disability, or death], as Tarras defines the concept.
“The hospitality firm or the other shareholders would be committed to purchase the departing shareholder's stock at an agreed upon price and method, and to ensure that ample cash will be obtainable for such an impending sale. The buy-sell agreement provides a market for the shareholder or the shareholder's estate for the sale of otherwise illiquid stock...
In their discussion - Professionalism and Ethics in Hospitality - by James R. Keiser, Associate Professor and John Swinton, Instructor, Hotel, Restaurant and Institutional Management, The Pennsylvania State University, Keiser and Swinton initially offer: “Referring to “the hospitality profession” necessitates thinking of the ethics of that profession and how ethics can be taught. The authors discuss what it means for the hospitality industry to be a profession.”
The authors will have you know, a cursory nod to the term or description, profession and/or professional, is awarded to the hospitality industry at large; at least in an academic sense.
Keiser and Swinton also want you to know that ethics, and professionalism are distinctly unique concepts, however, they are related. Their intangible nature does make them difficult, at best, to define, but ethics in contemporary hospitality has, to some degree, been charted and quantified.
“We have left the caveat emptor era, and the common law, the Uniform Commercial Code, and a variety of local ordinances now dictate that the goods and services hospitality offers carry an implied warranty of merchantability,” the authors inform you.
About the symbiotic relationship between ethics and professionalism...
Three major issues surface in the current literature of hospitality education: Are hospitality educators in the business of training or educating? Who is in charge of the curriculum content of hospitality education programs-industry or educators? Is this really a profession in need of an accreditation process? The author discusses these three inter-related issues in light of the current efforts of the CHRIE accreditation committee, to systematically address and reconcile differences concerning the issues.
In his dialogue - Near Term Computer Management Strategy For Hospitality Managers and Computer System Vendors - by William O'Brien, Associate Professor, School of Hospitality Management at Florida International University, Associate Professor O’Brien initially states: “The computer revolution has only just begun. Rapid improvement in hardware will continue into the foreseeable future; over the last five years it has set the stage for more significant improvements in software technology still to come. John Naisbitt's information electronics economy¹ based on the creation and distribution of information has already arrived and as computer devices improve, hospitality managers will increasingly do at least a portion of their work with software tools.”
At the time of this writing Assistant Professor O’Brien will have you know, contrary to what some people might think, the computer revolution is not over, it’s just beginning; it’s just an embryo. Computer technology will only continue to develop and expand, says O’Brien with citation.
“A complacent few of us who feel “we have survived the computer revolution” will miss opportunities as a new wave of technology moves through the hospitality industry,” says ‘Professor O’Brien. “Both managers who buy technology and vendors who sell it can profit from strategy based on understanding the wave of technological innovation...
In his discussion - Database As A Tool For Hospitality Management - William O'Brien, Assistant Professor, School of Hospitality Management at Florida International University, O’Brien offers at the outset, “Database systems offer sweeping possibilities for better management of information in the hospitality industry. The author discusses what such systems are capable of accomplishing.”
The author opens with a bit of background on database system development, which also lends an impression as to the complexion of the rest of the article; uh, it’s a shade technical.
“In early 1981, Ashton-Tate introduced dBase 11. It was the first microcomputer database management processor to offer relational capabilities and a user-friendly query system combined with a fast, convenient report writer,” O’Brien informs. “When 16-bit microcomputers such as the IBM PC series were introduced late the following year, more powerful database products followed: dBase 111, Friday!, and Framework. The effect on the entire business community, and the hospitality industry in particular, has been remarkable”, he further offers with his informed outlook.
Professor O’Brien offers a few anecdotal situations to illustrate how much a comprehensive data-base system means to a hospitality operation...
In her discussion - The Tax Reform Act Of 1986: Impact On Hospitality Industries - by Elisa S. Moncarz, Associate Professor, the School of Hospitality Management at Florida International University, Professor Moncarz initially states: “After nearly two years of considering the overhaul of the federal tax system, Congress enacted the Tax Reform Act of 1986. The impact of this legislation is expected to affect virtually all individuals and businesses associated with the hospitality industry. This article discusses some of the major provisions of the tax bill, emphasizing those relating to the hospitality service industries and contrasting relevant provisions with prior law on their positive and negative effects to the industry.
“On October 22, 1986, President Reagan signed the Tax Reform Act of 1986 (TRA 86) with changes so pervasive that a recodification of the income tax laws became necessary…,” Professor Moncarz says in providing a basic history of the bill.
Two, very important paragraphs underpin TRA 86, and this article. They should not be under-estimated.
The author wants you to know: “With the passage of TRA 86, the Reagan administration achieved the most important single domestic initiative of Reagan's second term, a complete restructuring of the federal tax system in an attempt to re-establish fairness in the tax code…...
Este trabalho deriva de um percurso clínico e institucional, a partir do qual se formulou uma pergunta pelos efeitos para os laços sociais do encontro com a especificidade da posição psíquica dos sujeitos nas psicoses. Narram-se passagens de uma trajetória de pesquisa, feita da aposta na reinscrição das bordas da clínica psicanalítica – que pode ser observada nas experiências em oficinas terapêuticas e acompanhamentos terapêuticos, mas não somente –, para dizer dos modos pelos quais tal questão foi ganhando a forma de um discurso em interrogação. Parte-se da formulação lacaniana em torno da estrutura discursiva dos laços sociais – tomandose em consideração, especialmente, o discurso universitário e o discurso capitalista – e do lugar de exterioridade que a estrutura psicótica mantém em relação aos discursos. Em seguida, situa-se a hospitalidade, tal qual elaborada por Derrida, como possibilidade de acolhimento às diferenças que as psicoses portam. Nesse caminho, os conceitos de transferência, resistência e testemunho, desde Freud e Lacan, aparecem como formas de nomear o espaço-tempo em que pode emergir uma hospitalidade ao fora-do-discurso, cuja especificidade se apresenta na forma de impasses na inscrição dos contornos subjetivos entre o eu e o outro-Outro...
Dewitt Community Church (DCC) and other Christian Churches
were examined in the attempt to create a program of
hospitality that was not present at DCC. There was a shift
in research due to the lack of a similar model elsewhere.
Studying the leadership and membership at DCC as well as
trying new ideas became the basis for the study. The
importance of people spending time together and serving
side by side is established. Christian Hospitality is
defined and added to secular restaurant management wisdom
to create a Hospitality Ministry at DCC. This included a
weekly brunch that was new in that the preparation, serving
and clean up were intended to be done by a changing cross
section of those who attend rather than a small committee
serving the crowd. The brunch evolved into a successful
gathering of people who otherwise wouldn't have connected.
Added to this experiment were several other attempts at
fellowship, a key component of Christian Hospitality.
These other new events included catering wedding and
funeral receptions at the church, a weekly men's breakfast,
a weekly small group meeting, a women' s ministry, a family
concert and a Vacation Bible School (VBS). The findings of
this research are often surprising but support the position
that the new hospitality adds to the experience of those
attending DCC. The implication is present that this type
of hospitality lends itself to many types of personal
Kwansa, Francis A.; A change in executive leadership is a significant event in the life of a firm. A chief executive officer???s abilities, preferences, and ultimate decisions affect the firm through the projects the firm selects, its financial policy, and the corporate culture. To the ext ent that these characteristics and the resulting decisions differ across individuals, CEO changes can alter the course of the firm and its stock performance. Many studies have shown that CEO changes can have a significant impact on shareholder wealth and firm operations.
This study investigates an important consequence of a CEO resignation in the hospitality industry: the impact on stock returns. Two hypotheses were developed about how changes in CEO might affect stock returns, and they were tested by using a sample of 56 CEO resignations over the 1999 -2012 periods. The event study method was used to relate the event of CEO resignation to the stock returns of the company. In addition, the same analysis was conducted on data set from both hospitality companie s and non-hospitality companies in order to determine whether there are different market reactions across industries. The results demonstrated that hospitality stocks react significantly to CEO resignation. Hospitality stocks...
Este artículo discute acerca de las influencias en el proceso del turismo rural y de sus implicaciones para la esencia de la hospitalidad. Tiene como objetivo reflexionar sobre una comprensión del turismo en las zonas rurales, ya que este tema requiere un enfoque algo más profundo en termos conceptuales que aquellos en los que están estudiando el turismo rural en Brasil. Algunas de las consideraciones presentadas en este artículo resultan de tesis doctoral titulada Análisis de la relación simbólica de la hospitalidad: los desarrollos y créditos consignados en finca histórica en el medio rural, cuyo objetivo principal fue analizar la relación contradictoria entre la hospitalidad domestica del pasado y la hospitalidad comercial hoy en día, teniendo como objeto de estudio las fincas históricas de São Paulo, que ahora se comportan como turísticas, habiendo sido adaptadas para un servicio centrado en la calidad. El presente artículo tiene como objetivo discutir sobre la reconstrucción simbólica de la hospitalidad, interpretándola como un producto y pensando en la comercialización de la vida campestre y rural, la sencillez y lo "rústico", que pasa a ser visto en una forma refinada, de lujo comercial, segundo criterios de calidad y de servicio...
Este ensaio teórico aborda as inovações em serviços, no contexto das estratégias de marketing adotadaspor empresas atuantes no segmento hotelaria que representa um importante elo da cadeia de valor do setor deserviços de viagens e turismo. A hotelaria encontra-se no estágio de maturidade do ciclo de vida, representandoum mercado tipicamente maduro. Assim, a inovação dos serviços prestados aos clientes-hóspedes torna-sede suma importância para garantir não apenas a sobrevivência e lucratividade destas empresas frente àconcorrência cada vez mais acirrada, mas também a revitalização do segmento como um todo. Apresenta-seanálise baseada na tipologia de inovações proposta por Moore (2005), associada ao ciclo de vida categoriamaturidade,classificando-se casos reais do mercado de hotelaria mundial selecionados a partir de pesquisabibliográfica em fontes especializadas em turismo e identificados por especialistas do setor como tendênciasem diferenciação e/ou inovação deste segmento. Identificam-se os principais diferenciais estratégicos deinovação adotados segundo três aspectos: fatores base de diferenciação (SCHNAARS, 1998), competênciasessenciais prioritárias requeridas e disciplina de valor (TREACY e WIERSENA...