To order this title, and for more information, click here
By Fevzi Okumus, Assistant Professor, Tourism, Events & Attractions, Department of Hospitality Management, Rosen College of Hospitality Management, University of Central Florida, USA Prakash Chathoth
Description Strategic Management in the International Hospitality Industry: content and process, is a vital text for all those studying
cutting edge theories and views on strategic management. Unlike others textbooks in this area, it goes further than merely contextualising
strategic management for hospitality and tourism, and avoids using a prescriptive, or descriptive approach. It looks instead, at the
latest in strategic thinking and theories, and provides critical and analytical discussion as to how and if these models and theories
can be applied to the industry, within specific contexts such as culture, profit and non-profit organisations.
Key features: – Cutting
edge approach: applies advance and recent strategic management views into tourism and hospitality field. – Critical treatment: provides
critical discussions about whether and how strategic models/theories can be applied into the hospitality and tourism field. – Sensitive
to specific contexts: As the tourism and hospitality industry has become one of the largest industries worldwide, discusses how strategic
management concepts can be applied in different cultures and profit and non-profit tourism organizations.
With supporting case studies
related to the strategy content, context and process, form international industries such as, Radisson, McDonalds, Carnival Cruiselines
and Disney, this text consist of five main sections: introduction, strategy content, strategy context, strategy process and cases. Each
of the chapters within these sections has a thorough pedagogic structure consisting of a bulleted introduction, examples and vignettes,
discussions points, exercises, case studies and further reading and web sites.
Strategic Management: content process in the
international hospitality and tourism industry also provides online support material for tutors and students, in the form of
guidelines for instructors on how to use the textbook, PowerPoint presentations and case studies plus additional exercises and web links
for students.
Audience
Senior undergraduate and taught postgraduate students on travel, tourism, hospitality/hotel management programmes taking courses in strategic
management/ business policy. It will also be a valuable source for practicing managers in the tourism and hospitality organizations.
As the text is intended to be global in its focus, principal geographic markets are Europe, USA, Hong Kong and Australasia.
Contents Part I INTRODUCTION TO STRATEGY
Chapter 1 Introduction to Strategic Management
This chapter will open the scene by providing a brief
discussion on the historical origins of strategy, the writings of classic authors, the industrial organization model, the resource-based
view. It will further discuss assumptions of dominant strategic management approaches. Based on these discussions, it will provide alternative
definitions of strategy, strategic management and related terms. This chapter will also explain the book's approach and structure. The
proposed structure for this chapter:
1. Introduction
2. Historical origins of strategy and strategic management
3. Schools of thought
on strategy and strategic management
4. Overall aims of strategic management – creating a competitive advantage
5. Defining key terms
(strategy, strategic management, mission, vision, strategic decision, tactic, program etc).
6. The book's approach and structure
7. Summary
Chapter 2 Strategic Management in Hospitality and Tourism
This chapter will be devoted to examining and applying strategic management
in the hospitality and tourism context. It will provide a brief review of the current level of strategy literature in the hospitality
and tourism field and illustrate its limitations. This chapter will also discuss why tourism and hospitality organizations need strategy
and strategic management and whether and how generic strategy models and theories can be applied in tourism and hospitality organizations.
The proposed structure for this chapter:
1. Introduction
2. Strategy research in the tourism and hospitality field
3. Why tourism and
hospitality organizations need strategic management
4. Understanding the contexts (1). characteristics of hospitality and tourism organizations;
(2). profit/non-profit tourism and hospitality organizations; and (3). national, regional and global tourism and hospitality organizations.
5. Applying strategy concepts and theories in hospitality and tourism organizations.
6. Summary.
PART II STRATEGY CONTEXT
The second
part of the text seeks to establish the key dimensions of the external and internal contexts in which both the strategy content and the
strategy process are embedded. The specific dynamics and nature of the hospitality and tourism industry and organizations are emphasised
throughout.
Chapter 3 The Hospitality and Tourism Industry Context
This chapter is concerned with exploring approaches to the analysis
of the external environment confronting hospitality and tourism organizations. The relevant theories, models and frameworks pertaining
to the process of external analysis are introduced and explored in the specific context of hospitality and tourism. The proposed structure
for this chapter:
1. Introduction.
2. Characterising the external environment.
3. Understanding the macro-environment.
4. The influence
of industry structure and the task environment.
5. The dynamics of competition and strategic groups.
6. The external environment in the
international perspective.
7. Summary.
8. Further reading.
9. Case study questions.
10. Case Study.
Chapter 4 The Organizational Context
In this chapter the emphasis is upon the importance of the organization's internal environment as an influence upon strategy formation
and implementation. The importance of organization culture and leadership as key considerations is highlighted and discussed within
the context of the international hospitality and tourism industry. The proposed structure for this chapter:
1. Introduction.
2. Characterising
the internal environment.
3. Understanding the internal environment.
4. The influence of organizational structure
5. The influence of
organizational culture.
6. The dynamics of leadership, intrapreneurship and direction.
7. The organizational context in the international
perspective.
8. Summary.
9. Further reading.
10. Case study questions.
11. Case Study.
PART III: STRATEGY CONTENT
The third part of
the text is concerned with exploring the varying levels of strategy content, the so-called ?what? of strategy. Three levels of strategy
content are explored which, while ultimately linked, can be viewed as separate areas of strategic management decision-making. The importance
of context as an influence upon strategy content is highlighted throughout the three chapters in the section.
Chapter 5: Business level
strategies.
The first chapter in this section is concerned with exploring the issue of competitive strategy at the level of the strategic
business unit (SBU). Particular emphasis is given to exploring the concept of generic strategies as the basis for creating superior
value and ultimately a sustainable competitive advantage. The proposed structure for this chapter:
1. Introduction
2. The parameters
of competitive strategy.
3. What is the basis of a good strategy? Outside in or inside out?
4. Positioning and generic strategies.
5.
Resources, capabilities and competences.
6. Business level strategy in the international perspective.
7. Summary.
8. Further reading.
9. Case study questions.
10. Case Study.
Chapter 6: Corporate level strategies.
This chapter explores the potential roles of the corporate
centre and its relationship with SBUs. The core tension between coordination and responsiveness is highlighted and discussed. The proposed
structure for this chapter:
1. Introduction
2. Corporate strategy and the search for added value
3. The portfolio approach.
4. The core
competence approach
5. Creating and sustaining the multibusiness advantage.
6. Corporate level strategy in the international perspective
7. Summary.
8. Further reading.
9. Case study questions.
10. Case Study.
Chapter 7: Network level strategies.
The final chapter in Section
III is concerned with the issue of inter-business or network level of strategy content. The central question explored here is the extent
to which organizations should seek to develop cooperative arrangements when developing strategies. The proposed structure for this chapter:
1. Introduction
2. The issue of competition and cooperation.
3. Strategic networks
4. Franchising and management contracts.
5. Consortia,
brand co-affliations and other strategic alliances.
6. Network level strategy in the international perspective.
7. Summary.
8. Further
reading.
9. Case study questions.
10. Case Study.
PART IV: STRATEGY PROCESS
This part will provide discussions about the strategy process
and there are three chapters entitled strategic planning or strategic intent, strategy formation and strategy implementation respectively.
These three chapter topics do not constitute entirely separate subjects. In other words, they are not phases or stages that can be looked
at and understood in isolation. They are strongly linked and greatly overlapping. They are selected because there have been ongoing debates
on these issues.
Chapter 8 Strategic Planning or Strategic Thinking
This chapter will aim to disentangle the relationship and differences
between the terms of strategic planning and strategic thinking. It will define and discuss strategic planning, strategic thinking, the
paradox of logic and creativity and the impact of context on strategic thinking. The proposed structure for this chapter:
1. Introduction
2. The concept of strategic planning and strategic thinking
3. The paradox of logic and creativity
4. Impact of context on strategic
thinking
5. Strategic intent in international perspective
6. Summary
7. Further reading.
8. Case study questions.
9. Case Study.
Chapter
9 Strategy Formation
This chapter will discuss how strategy development and implementation is viewed in different schools of thought.
It will critically evaluate each view's assumptions and suggestions and provide some recommendations to be followed by tourism and hospitality
organizations in their strategy formation process. The proposed structure for this chapter:
1. Introduction
2. An evaluation of different
approaches to strategy formation
a. The planning view
b. The emergent/learning view,
c. The contingency view
d. The complexity view
e. The configurational view
3. Strategy formation in international perspective
4. Summary
5. Further reading.
6. Case study questions.
7. Case Study.
Chapter 10 Strategy Implementation and Change
This chapter will be devoted to explaining how strategies (or strategic
decisions) can be implemented and how changes can be managed. A number of implementation factors will be identified and the role and
importance of each implementation factor will be discussed. The chapter will also evaluate magnitude and pace of strategic change. There
will also be some discussion on potential barriers and resistance to strategy implementation and how they can be overcome. The proposed
structure for this chapter:
1. Introduction
2. Strategy implementation and managing strategic change
3. Strategy implementation factors
a. The role and importance of each factor
b. Interactions and relationships among these factors
c. Achieving coherence among these
factors
4. Barriers and resistance to strategy implementation and change
8. Strategy implementation and change in international perspective
9. Summary
10. Further reading.
11. Case study questions.
12. Case Study.
Part V: SYNTHESIS
Chapter 11: Relating content, process and
context
This final chapter seeks to integrate the key themes explored in earlier chapters in an effort to provide readers with the holistic
perspective that is inherent in effective strategic management practice. The proposed structure for this chapter:
1. Introduction
2.
The challenge of strategic management
3. The dynamic of content, process and context
4. Sustaining competitiveness and the learning organization
5. Future strategy challenges in international perspective
6. Summary
7. Further reading.
8. Case study questions.
9. Case Study.
Books and book related electronic products are priced in US dollars (USD), euro (EUR), and Great Britain Pounds (GBP). USD prices apply to the Americas and Asia Pacific. EUR prices apply in Europe and the Middle East. GBP prices apply to the UK and all other countries.
Home | Elsevier Sites | Privacy Policy | Terms and Conditions | Feedback | Site Map | A Reed Elsevier Company