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This article aims to first summarize and explain major services operations research foci from the past century. Second, this article relates how hospitality scholars have conducted operations-related research with a particular focus on research related to hotels and lodging. Finally, the article makes recommendations regarding potential future areas of concentration of operations research in hospitality.

The article presents a scholarly literature review, where literature from hospitality and general operations management (OM) was reviewed to document research foci throughout recent periods in history.

Hospitality scholars have been conducting research, which reflects trends in general OM literature. Additionally, the research being conducting, which focuses on services in OM, is becoming more commonplace and more distinct from production-based research.

The article provides a compilation of literature regarding OM and how hospitality scholars have applied those principles to hotel and lodging operations. Additionally, recommendations regarding potential future topical areas and methodologies are provided for scholars.

Presents an approach to hospitality operations management curriculum development in higher education programmes. The method proposed was developed in the context of the hospitality product and the management decision making involved in operations management. The determination of curriculum content is illustrated using the accounting contribution as an example.

In the next millennium there will be more large firms in the hospitality industry, and these large firms will get larger. But despite the fact that we have had such chains for nearly 50 years, we know remarkably little about the operational management of chains. This article considers the importance of chain operations and reviews alternative theoretical perspectives on how such chains should be managed. It proposes a new model of multi‐unit management based around six key activities – integration, location, configuration, organisation, implementation and adaptation.

This chapter covers four main concepts: (a) providing an understanding of service; (b) organizing hospitality decisions and processes; (c) defining strategic service visions; and (d) dissecting operations strategies for hospitality services. In the first section, the definition of service, the five service dimensions, and the service package are covered. In the second section, hospitality decisions and processes are framed by service concepts and the service-profit chain. A service concept is the starting point for developing hospitality operations strategies, while the service-profit chain explains the link from customer satisfaction and customer loyalty to a service firm’s growth and profitability. In the third section, the strategic service vision is explored. Successful service firms all have a strategic service vision, which includes a set of ideas and actions organized in a systematic way to maximize a firm’s performance. In the fourth and final section, the operations strategy for hospitality services is covered. Successful service operations occur when management defines and adheres to a competitive operations strategy.

Outlines the changes which have occurred in the hospitality business environment during the period 19901995 and reviews the resulting changes in skills, attitudes and competences now required of hospitality managers. It is important that these developments are reflected in the hospitality operations management curriculum. Discusses ways in which this might happen and discusses new curriculum styles and teaching materials which aim to achieve this result.

Provides an overview of developments in hospitality operations management as reflected by articles published in: International Journal of Contemporary Hospitality Management, International Journal of Hospitality Management, International Journal of Service Industry Management and Service Industries Journal during 1995 (business performance, customers and service improvement, operations and the curriculum, strategy and development) and during the six‐year period 1989‐1994 (structural relationships in hospitality and tourism, operations and business development, strategy and systems development, human resource development and quality improvements).

Such are the breadth and diversity of the hospitality industry, that a millennial review requires a specific focused perspective. This article proposes a triangular framework for analysis based on the hospitality cycle of practice of knowledge, in which the increased sophistication of practice and operations requires the development of theoretical paradigms for research and education purposes. The nature of the industry and its challenges are introduced in preparation for a series of six articles by academic experts.

Forecasting is a vital part of hospitality operations because it allows businesses to make imperative decisions, such as pricing, promotions, distribution, scheduling, and arranging facilities, based on the predicted demand and supply. This chapter covers three main concepts related to forecasting: it provides an understanding of hospitality demand and supply, it introduces several forecasting methods for practical application, and it explains yield management as a function of forecasting. In the first section, characteristics of hospitality demand and supply are described and several techniques for managing demand and supply are addressed. In the second section, several forecasting methods for practical application are explored. In the third section, yield management is covered. Additionally, examples of yield management applications from airlines, hotels, and restaurants are presented.

Addresses the agenda for learning, development and research by presenting an organizational framework for action learning, supported by internet‐based resources and tutored sessions in the workplace. Outlines a themed approach, developed in response to corporate needs and aspirations, which is derived from a generic curriculum and augmented to address industry issues and corporate specialisms.