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The purpose of this study is to investigate the factors affecting supplier selection in food and beverage divisions in the Greek hotel industry. This research aimed to (1) examine the factors affecting supplier selection in food and beverage divisions of the Greek hotel industry, as these were perceived by the Greek purchasing managers themselves; (2) investigate the underlying factors when changing a supplier.

A survey was conducted using a closed-ended type questionnaire. Data collection met the following three criteria: hotels with a fully operational food and beverage division could participate in the research, the research population comprised all the hotels located in 13 regions of Greece, the sample represented over 10% of the total hotels in each region. Finally, 653 valid questionnaires were collected.

Exploratory factor analysis showed that six broad sets of factors affect supplier selection in the food and beverage divisions: those related to raw materials, financing, environment, services, origin-nutrients and people. Regarding the factors considered in changing a supplier, three factors were found: service and product quality, economic policy change, food quality and safety management systems.

Greek hotel managers could use the findings of the study to effectively create a supply chain management strategy that will lead to improved firm performance. Understanding the importance of the selection criteria for the supply chain performance and the need to build strong relationships with stakeholders, suppliers could also create a proper supply chain.

The study adds to the knowledge regarding the perspectives of the Greek purchasing managers in food and beverage divisions in hotel industry and the body of much-needed research. Using exploratory factor analysis, a sort of grouping of the variables seems beneficial for simplifying how to present and understand the factors affecting supplier selection in food and beverage divisions within the Greek context.

How do you promote a restaurant if you are restricted in your ability to advertise? This question has been exercising the Salisbury YMCA of Hong Kong which suffered a 15 percent decline in customers of its Food and Beverage Division between 1994/1995 and 1998/1989. Being a non‐profit making, Christian organization with a strong social slant, pricing and promotional strategies are restricted, which limits the scope for compensatory action.

This study aims to analyse how a hotel company manages ambidexterity when operating different business models in different markets located in the same country.

This research was conducted using a qualitative case study, and the subjects were selected using the theoretical sampling technique. A corporation managing two hotel business units located in the same city but operating different business models – a premium and a low-cost business model – were selected as subjects.

The empirical evidence revealed that an ambidextrous business model can be realized through integration or separation of appropriate domains of business activities. The empirical findings further showed that exploitations are easier to integrate than explorations.

The authors found that firms using structural separation for managing premium and low-cost business models can avoid market cannibalism and achieve synergies between different business models if business model ambidexterity is well managed.

This study extends research in the area of ambidexterity and business models. It responds to calls to examine how firms using structural separation implement business model ambidexterity in practice, particularly in service sectors. By analysing the details of activities within the business model, the authors advance the understanding of which domains are suitable for an integration or separation approach.

This chapter discusses techniques for scheduling and organizing staff to meet guest demands and financial obligations. Key building blocks relevant to labor management are explained, such as productivity, fixed and variable labor hours, and the development of realistic performance standards to help organizations optimize productivity. As a next step, this chapter illuminates the importance of providing management labor standards and staffing models, which are key management tools. Lodging and food and beverage labor strategies are presented. Finally, effective planning of labor scheduling is also discussed.

The purpose of this study is to investigate the influence of information and communication technology (ICT) adoption on hotel performance in Thailand.

The elements for measuring the level of ICT adoption include: availability of ICT components, integration of ICT components, and intensity of ICT usage. Operational productivity and customer satisfaction were used for measuring hotel performance. To control for the influence of location and employee and management characteristics on hotel productivity, data were collected solely from three star hotels operating in the same location, Phuket, Thailand. Operational productivity was calculated by using data envelopment analysis. A five‐point Likert type scale was employed to measure customer satisfaction. Multiple regression analysis was utilized to assess the relationship between ICT adoption and hotel performance.

The findings indicate that ICT adoption has a significant positive relationship with hotel performance. However, ICT adoption influences operational productivity more than customer satisfaction within three star hotels. ICT availability and ICT integration have a significant positive relationship only with operational productivity, while the intensity of ICT usage has a significant, positive relationship with both operational productivity and customer satisfaction.

The findings will benefit the hotel industry by providing critical information to management in deciding on the areas in which ICT should be adopted, such as room division or food and beverage division, as well as the specific technologies that would improve hotel performance. It also contributes valuable information to ICT marketing personnel.

This study fills a gap in terms of the requirement for more studies investigating the impact of ICT on hotel performance in general, and in developing countries in particular. This helps in understanding the topic from a developing country's perspective.

This paper aims to assess the impact of information and communication technology (ICT) on customer satisfaction in Jamaican hotels.

An online survey approach was used with 213 hotel guests in Jamaica.

The study found that there was a significant relationship between ICT adoption and hotel guest satisfaction.

It is hoped that other researchers will refine the proposed research model.

It is believed that the findings of the study can be used to guide hotel managers regarding the ICT components with the greatest influence on customer satisfaction, which by extension can lead to improved hotel performance.

These findings can assist policy makers at the national level in formulating optimal strategies to improve the Jamaican hotel industry.

The paper proposes a research model, which can provide useful insights to hotel administrators regarding increasing the ability to satisfy customers.

The big changes over recent years and their rapid development in Food Retailing have resulted in different shopping practices, for the institution, the hotel, restaurant and the home. Different cuisines have developed, foods purchased, both in cooking practices and eating habits, especially in the home. Gone are the old fashioned home economics, taking with them out of the diet much that was enjoyed and from which the families benefitted in health and stomach satisfaction. In very recent times, the changes have become bigger, developments more rapid, and the progress continues. Bigger and bigger stores, highly departmentalised, mechanical aids of every description, all under one roof, “complex” is an appropriate term for it; large open spaces for the housewife with a car. The development is in fact aimed at the bulk buyer — rapid turnover — the small household needs, not entirely neglected, but not specially catered for. Daily cash takings are collosal. This is what the small owner‐occupied general store, with its many domestic advantages, has come to fall in the late twentieth century.

Human capital is the most important determinant of the Hospitality industry’s success. Executive chefs should be skilled in both management and culinary arts, in addition to ensuring the success of the entire hospitality division. The study aims to understand the competencies of executive chefs in international tourist hotels in Taiwan.

Literature review and behavioral event interviews were conducted with ten executive chefs and executive sous chefs. The modified Delphi method verified the results using 15 experts.

A competency framework was created, with four quadrants – managerial, operational, behaviors and skills – to classify executive chefs’ competencies. Each competency was further divided into sub-competencies – culinary research, emotional control, negotiation skills, job guidance and proactive thinking ability – for 25 items. Quadrants I and II are hard competencies that can be improved through education and training, whereas the third and fourth are soft competencies that require more time for development in workers.

The two-step study developed a competency framework with a practical reference value. The study results could be utilized by human resources managers during their companies’ training, recruitment, selection and promotion.

Besides the Delphi method, a deep behavioral event interview that enabled determining critical competencies was also used to collect data. The results obtained could be used to structure schools’ curricula. Collaborations between the hospitality industry and schools could help develop better curricula and training plans to maximize the availability of educational resources.

The history of the public enterprise sector in Nigeria is described in some detail, with an emphasis on the steps that have been taken to improve the running of the enterprises since civilian government of the country. In the face of extremely difficult circumstances, including massive devaluation, the country has fought its way back from a position of enormous problems to one of relative economic growth.

Although there is much in print dealing with hotel design and hotel operation, there are no publications in which the relationship between the two is discussed. Describes the Marriott Courtyard concept of Scotts Hotels Ltd, in which the construction, services and operational style of the hotels has been expressly designed to maximize productivity. Aspects discussed include Tunnelform Room Construction, the provision of services and fittings in accommodation units and the economical staffing of low cost four star hotel services. Features of the latter are flat organization charts, multiskilling and employee empowerment.