320,216 research outputs found

    Loosing it: Knowledge Management in Tourism Development Projects

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    Knowledge management and the development of the destination’s capacity of the intellectual skills needed to use tourism as an effective tool in the search for regeneration and development are central themes explored within this paper. The authors have lived and worked with the problems inherent in short term funding of special projects designed to achieve or facilitate tourism development. We have witnessed with growing sadness the results – and the lack of them – as funding cycles end and staff with experience move away. Development processes require multi-stakeholder involvement at all levels, bringing together governments, NGOs, residents, industry and professionals in a partnership that determines the amount and kind of tourism that a community wants (Sirakaya et al., 2001). Planners need to provide knowledge sharing mechanisms to residents, visitors, industry and other stakeholders in order to raise public and political awareness. We note an absence of literature relating to the capacity of communities to learn from short-term funded projects that inherently are destined to provide a strategic blueprint for destination development and in most cases regeneration through community-based tourism action.Knowledge management, sharing and embedding, community tourism

    Knowledge transfer and management in tourism organisations: an emerging research agenda

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    Authors' final draft version. Final version published in Tourism Management; available online at http://www.sciencedirect.com/This paper reviews current research on knowledge management and knowledge transfer in the context of innovations. Specific attention is focussed on the integration of management perspectives into tourism research. The paper explores some of the key mechanisms and conduits of knowledge transfer within tourism. In doing so it explores such concepts as interlocking directorships, communities of practice, learning regions and labour mobility. There is also an emerging research agenda on knowledge management within tourism but progress is variable with most research being within the hotel sector, where a range of recent studies have examined aspects of knowledge transfer. The paper also draws attention to the need to give closer attention to the nature of innovations within tourism and to consider these in a knowledge management framework

    Towards Smarter Management of Overtourism in Historic Centres Through Visitor-Flow Monitoring

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    Historic centres are highly regarded destinations for watching and even participating in diverse and unique forms of cultural expression. Cultural tourism, according to the World Tourism Organization (UNWTO), is an important and consolidated tourism sector and its strong growth is expected to continue over the coming years. Tourism, the much dreamt of redeemer for historic centres, also represents one of the main threats to heritage conservation: visitors can dynamize an economy, yet the rapid growth of tourism often has negative effects on both built heritage and the lives of local inhabitants. Knowledge of occupancy levels and flows of visiting tourists is key to the efficient management of tourism; the new technologies—the Internet of Things (IoT), big data, and geographic information systems (GIS)—when combined in interconnected networks represent a qualitative leap forward, compared to traditional methods of estimating locations and flows. A methodology is described in this paper for the management of tourism flows that is designed to promote sustainable tourism in historic centres through intelligent support mechanisms. As part of the Smart Heritage City (SHCITY) project, a collection system for visitors is developed. Following data collection via monitoring equipment, the analysis of a set of quantitative indicators yields information that can then be used to analyse visitor flows; enabling city managers to make management decisions when the tourism-carrying capacity is exceeded and gives way to overtourism.Funded by the Interreg Sudoe Programme of the European Regional Development Funds (ERDF

    HUMAN RESOURCES MOTIVATION - A CHALLENGE FOR SMES ECONOMIC PERFORMANCES

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    The present research aims to establish and configurate human resources development strategies for the employees of small and medium-sized enterprises (SMEs) that activate in the tourism field of activity (hotels and other accomodation establishments, restaurants, passenger trasnport, travel agencies, cultural turism agencies). As knowledge role in the contemporany economy is increasing and defining the economical and social context as knowledge-based ones, we shall consider the research frame as the knowledge-based economy. Moreover, in order to better highlight weaknesses and strenghts of the human resources management approaches and to define recommendations, our research theme is developped as comparative study: similarities and differences within SMEs human resources management practices in Romania and other European Union's country members (the example of Spain was considered).human resources, motivation, profitability, SMEs, tourism

    Examining the Personal and Institutional Determinants of Research Productivity in Hospitality and Tourism Management

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    The transition toward a post-capitalist knowledge-oriented economy has resulted in an increasingly competitive academic environment, where the success of faculty is dependent on their research productivity. This study examines the personal and institutional determinants of the quantity and quality of the research productivity of hospitality and tourism management faculty in US institutions. A survey of 98 faculty found that a different set of determinants impact the quantity and quality aspects of research productivity. Also, institutional determinants were found to play a larger role, indicating the need for administrators to strive for a culture that is supportive of and an infrastructure that is conducive to their faculty’s research success. The authors use the field of hospitality and tourism management as a case study to develop a holistic and cohesive framework for knowledge worker productivity that can guide the evaluation, hiring, and development of researchers

    Knowledge Management as a Survival Strategy to Enhance Competitive Advantage in the Zimbabwean Tourism and Hospitality Industry

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    The Tourism and Hospitality industry has been exposed to turbulent business environment as a result of the unstable economic challenges affecting the Zimbabwean economy. .In this unpredictable environment, thinking smart creates sustainability hence the study aims to leverage the appropriateness of Knowledge management as a survival strategy to enhance competitive advantage in the Zimbabwean Tourism and Hospitality industry:   The research was prompted by the observation that, despite Zimbabwe leapfrogging in the   tourism sector from the time of multi currency, the country remains essentially a consumer nation with nothing to show on the knowledge based  economy. The researchers used a descriptive research design to systematically examine the significance of incorporating knowledge management concept in human resource policies, culture, structure and ICT systems in the hotel and tourism sector in Zimbabwe. Questionnaires and interviews were used to collect data. The main findings   are that human resources does not align its policies with knowledge management practices, lack of knowledge management system in the ICT is affecting knowledge sharing and utilisation to take place, bureaucratic organizational structures and individualistic or unsupportive culture are hindering the flow of information from deep smarts to novice. Poor knowledge management comes from lack of clear human  resource  management procedures, lack of policies for management of intellectual capital and lack of learning culture and organizational structures. The study recommends that human resources should align knowledge management with rewards, support knowledge sharing culture, teamwork and reduce bureaucratic structures .There has  be a general shift from traditional  information management  approach whereby data with no real meaning is stored ,shared and captured. A Knowledge Officer to be used. A paradigm shift from tall organizational structures to more flatter and matrix structures so that knowledge can flow freely in the entities Keywords: Zimbabwe, tourism and hospitality, knowledge management, technology, knowledge bureaucrac

    Knowledge Management as a Survival Strategy to Enhance Competitive Advantage in the Zimbabwean Tourism and Hospitality industry.

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    The Tourism and Hospitality industry has been exposed to turbulent business environment as a result of the unstable economic challenges affecting the Zimbabwean economy. .In this unpredictable environment, thinking smart creates sustainability hence the study aims to leverage the appropriateness of Knowledge management as a survival strategy to enhance competitive advantage in the Zimbabwean Tourism and Hospitality industry:The research was prompted by the observation that, despite Zimbabwe leapfrogging in the tourism sector from the time of multi currency, the country remains essentially a consumer nation with nothing to show on the knowledge based economy. The researchers used a descriptive research design to systematically examine the significance of incorporating knowledge management concept in human resource policies, culture, structure and ICT systems in the hotel and tourism sector in Zimbabwe. Questionnaires and interviews were used to collect data. The main findings are that human resources does not align its policies with knowledge management practices. Lack of knowledge management system in the ICT is affecting knowledge sharing and utilisation to take place. Bureaucratic organizational structures and individualistic or unsupportive culture are hindering the flow of information from deep smarts to novice. Poor knowledge management comes from lack of clear human resource management procedures, lack of policies for management of intellectual capital and lack of learning culture and organizational structures. The study recommends that human resources should align knowledge management with rewards, support knowledge sharing culture, teamwork and reduce bureaucratic structures .There has been a general shift from traditional information management approach whereby data with no real meaning is stored ,shared and captured. A Knowledge Officer to be used. A paradigm shift from tall organizational structures to more flatter and matrix structures so that knowledge can flow freely in the entities Keywords: Zimbabwe, tourism and hospitality, knowledge management, technology, knowledge bureaucrac

    Knowledge Management Perspective in the Tourism and Hospitality Industry

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    The modern business environment is rapidly changing generating unpredictable competitive challenges. Tourism and hospitality industry is specifically vulnerable to such unplanned changes and forced to respond in quick time to address detrimental business situations. It is known for a long time that competitiveness in the global market depends on the organisation’s ability to capitalize on its intellectual and knowledge-based assets. In that sense, knowledge is recognized as fairly potent asset supporting organisations and the entire tourism industry in creating an efficient model for achieving competitive advantage and realise their desired business performance. The paper discusses a tourism and hospitality industry model of a knowledge management system including advice and guidance in selecting different concepts and models of knowledge and information flow. Tourism enterprises are quite inefficient in implementing knowledge management concepts and processes due to adverse knowledge adoption environment. Therefore, the paper argues that introduction of the knowledge management practice in tourism sector ensures new opportunities in addressing the challenges of a globalised market and increase the competitiveness and improve the innovative processes in tourism. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.</p

    Knowledge Management in Hospitality and Tourism Industry: A KM Research Perspective

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    Nowadays, the business landscape is changing rapidly and the competitive environment is no longer predictable. Survival and success depend entirely on the organization's ability to adjust to the dynamics of the business environment by making effective decision-making and proper utilization of skills and knowledge of employees. These are recent developments that represent the recognition of knowledge as a key competitive tool for the hospitality and tourism sector because need to upgrade their customer service to a much higher plane in order to survive in this competitive environment.  Tourism, as one of the world’s major economic sectors will ultimately be required to adapt to these changes. But, hospitality and tourism industry has been slow in adopting KM approach. Therefore, suggestion if hospitality and tourism sector as an activity-based service sector that information and knowledge are fundamental want to remain competitive in this changing era, the adoption of a knowledge management approach will be required. This paper presents an overview of the relatively new concept of knowledge management and the issues in applying such an approach to a sector such as hospitality and tourism. Keywords: Knowledge, Knowledge Management, Hospitality and Tourism Industry, Review
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