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Investigates the concept of strategic alliances in the context of hotel sector small firms. The rapid increase in the number of international strategic alliances is recognized as one of the most significant management trends of the 1990s. In particular, they may affect firms′ cost structures, and provide access to important strategic resources. In this respect, strategic alliances are potentially important strategic options for the non‐dominant small hotel firm. Investigates the role of such strategic alliances within the hotel sector, where the small firm represents around 75 per cent of operations. Places specific focus on the marketing function, where examples of strategic alliances can be seen mainly in the form of: public sector referral; airline; hotel reservation service; and hotel marketing consortia. Evaluates the use of strategic alliances as an effective means of achieving improved small hotel firm business performance and draws conclusions. Finally, presents the rationale for adopting the given tripartite model.

The advent of technology has played a crucial role in changing the landscape of the hospitality sector. One such technology is the adoption and installation of kiosks in hotels. While some of the hotels have adopted and installed kiosks for self-services, the other hotels are still not very comfortable with the idea of self-service. This paper aims to explore the possibilities, challenges and issues that hoteliers face while dealing with self-service kiosks, it further investigates the customer’s perspective and its benefits to the end-user.

This study has assimilated data from hotel managers and executives that have deployed kiosks. This study involved the collection of primary data through structured interviews. Eight different hotels from the UK and India have been compared and analyzed to formulate subcategories to answer the research questions. A total of 200 customers from both the countries were approached to get the primary data; the customers were from the same hotel where the hotel executives and managers were interviewed.

The customers accepted Kiosks as easy to use, fast to run, fun to operate, but, lacking human interaction and counter language issues were simultaneously discussed. Kiosks have been emerging as self-service technologies in hotels and play a key role in reducing bottlenecks in hotel operations. The technology anxiety and counter service argument is merely a transition phase that will fade away gradually. However, the financial feasibility and the level of adoption depend upon the level of operations and the demographic characteristics of customers.

The dependence of data from the person interviewed and their biases for answers, along with the trust and credibility of the data available online remain the biggest challenge. Increasing the sample size and more participation from different hotels would have made the study even more useful.

The research seeks to eliminate the gap in research by studying both the hotels' and the customers' perspective toward kiosks deployment in hotels. The results of the study would highlight the potential challenges being faced by hotel operations and opportunities they perceive in kiosks installation, therefore the results are very useful for hotels, hoteliers, academicians and students pursuing a career in the hospitality sector.

The impact of demand fluctuation during crisis events is crucial to the dynamic pricing and revenue management tactics of the hospitality industry. The purpose of this paper is to improve the accuracy of hotel demand forecast during periods of crisis or volatility, taking the 2019 social unrest in Hong Kong as an example.

Crisis severity, approximated by social media data, is combined with traditional time-series models, including SARIMA, ETS and STL models. Models with and without the crisis severity intervention are evaluated to determine under which conditions a crisis severity measurement improves hotel demand forecasting accuracy.

Crisis severity is found to be an effective tool to improve the forecasting accuracy of hotel demand during crisis. When the market is volatile, the model with the severity measurement is more effective to reduce the forecasting error. When the time of the crisis lasts long enough for the time series model to capture the change, the performance of traditional time series model is much improved. The finding of this research is that the incorporating social media data does not universally improve the forecast accuracy. Hotels should select forecasting models accordingly during crises.

The originalities of the study are as follows. First, this is the first study to forecast hotel demand during a crisis which has valuable implications for the hospitality industry. Second, this is also the first attempt to introduce a crisis severity measurement, approximated by social media coverage, into the hotel demand forecasting practice thereby extending the application of big data in the hospitality literature.

Objectives of a menu include communication of the products available for sale, providing tangible evidence and selling. Managers must consider all these elements when they create a new menu. Focuses on menus as a sales tool in a full‐service restaurant. Describes an experiment to investigate the effectiveness of using menu design techniques to sell a specific menu item. Presents the experiment′s results and four propositions that relate to the effectiveness of the menu as a selling tool.

This study aims to investigate the relationships among monetary cost (stimulus), perceived greenwash fear, attitude and perceived behavioural control (organism-related factors) and green hotel patronage intention (response) using the stimulus-organism-response (S-O-R) model.

A total of 262 valid questionnaires were collected. Data were collected using the purposive sampling method and tested using the partial least squares (PLS) approach.

Monetary cost is positively related to only one organism-related factor which is perceived greenwash fear. All organism-related factors are positively related to response, which is green hotel patronage intention. Attitude mediates the relationship between perceived greenwash fear and green hotel patronage intention, as well as perceived behavioural control and green hotel patronage intention.

A longitudinal study can be performed in the future to observe the actual green hotel patronage behaviour of customers.

Green hoteliers should focus on the development of communication strategies to enhance their corporate reputation. Green hoteliers also need to build trust by showing their green initiatives are genuine, identify consumers who are willing to pay more for green hotels and offer promotions with price incentives such as frequency discounts, coupons and rebates to increase interest and trialability.

Few studies have focused on the use of monetary cost as a stimulus in the S-O-R model to predict green hotel patronage intention. This study also tested the mediating effect of attitude, one of the organism-related factors, in the model.

The purpose of this paper is to identify the development and implementation of Environmental Management Accounting (EMA) and environmental management at the level of a firm in the hotel sector in Sri Lanka.

Case study method was used in the study. The primary data were collected through semi-structured interviews supported by observations of various facility centers (on-site assessment). Accounting records such as the Green Book, daily and monthly material and energy records, online resources and various other documents were content analyzed as sources of secondary data.

The study observed that the hotel had reinvigorated some of its environmental management and EMA practices in an urgent, cost-saving bid when faced with a financial crisis. Having realized their cost-saving potential and strategic benefits, the management developed these selective practices over time into comprehensive practices that are integrated into the daily management process supported by all stakeholders. The development stages of EMA reflect how the hotel moved from a survival phase to an integration phase.

The paper attempts to apply an integrated eco-control approach in an emerging South Asian country, Sri Lanka. Because eco-control of EMA is a new approach in developing countries, this paper provides important insights into the development of eco-control and EMA.

The purpose of this paper is to investigate the construction of social and environmental strategies and the related implementation of management control by a key organisation located in a pivotal Asian location in the global hospitality industry. In doing so, it sets out to elucidate the forms and processes of strategic social and environmental control as well their relationship to the traditional financial control system.

The study employs field-based case study of a single case operating in both regional and global context. Drawing upon documentary, survey and interview sources, the study employs structuration theory to inform its design and analysis.

The findings reveal the interaction of top-down global corporate framing and bottom-up local-level staff initiatives that combine to develop a locally focussed and differentiated social and environmental programme and expedite an associated management control and accountability system. The study also reveals the dominance of the traditional financial control system over the social and environmental management control system and the simultaneously enabling and constraining nature of that relationship.

Signification and legitimation structures can be employed in building social and environmental values and programmes which then lay the foundations for related discourse and action at multiple levels of the organisation. This also has the potential to facilitate modes of staff commitment expressed through bottom-up initiatives and control, subject to but also facilitated by the dominating influence of the organisation’s financial control system.

This study reveals the importance of national and regional governmental, cultural and social context as both potential enablers and beneficiaries of organisational, social and environmental strategy and control innovation and implementation.

The paper offers an intra-organisational perspective on social and environmental strategising and control processes and motivations that elucidates forms of action, control and accountability and the relationship between social/environmental control and financial control agendas. It further reveals the interaction between globally developed strategic and control frameworks and locally initiated bottom-up strategic initiatives and control.

The purpose of this article is to investigate whether managers in hotels have sufficient financial skills to help them effectively manage their areas, within the context of a changing industry.

Additional findings from a series of recent research projects amongst hospitality financial controllers have been utilised to give an alternative viewpoint to those found from literature.

A review of literature identified a strong need for managers to have financial skills, but there is little recent evidence as to whether they actually hold these skills. Hotels are changing fast with pressure to maintain profits resulting in new approaches to management, but there is concern that the development of systems has meant an over‐reliance on these to control costs. Financial controllers consider that departmental and general managers do not have enough business skills – and finance skills in particular – to optimise costs and revenues and hence maintain profits.

The findings were based on a fairly small sample of respondents, utilising projects designed for alternative purposes. However, the findings raise questions as to the trust that hotel companies have placed in their systems and approaches.

If the concerns expressed by controllers are not addressed by hotels, then inevitably standards of control will suffer, costs will rise and hence profitability will be negatively affected

There has been little recent consideration of the realities and the impact of systems changes on management, the majority of earlier projects considering the need for skills rather than the actual possession of these amongst managers.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.