Search results

The purpose of this study is to provide an overview of how artificial intelligence (AI) and robotics can and will be utilized by the hospitality industry, providing a glimpse of what their use will look like in 2030.

The paper reviewed both academic and trade literature to provide an overview of how robots will affect the hospitality industry during the 2030s.

Experts predict that by 2030, robots will make up about 25 per cent of the “workforce” in the hospitality industry. The paper also explains the industry challenges the robots will solve, as well as other benefits they provide. One of the findings is that the adoption of robots by the industry will be a disruptive paradigm shift. It will create successful new hospitality companies while putting others out of business. Finally, this paper discusses how to keep the hospitality in hospitality businesses, when machines replace employees.

This paper is one of the first to discuss the disruption that robots will cause in the industry. One of the findings is service delivery systems will need to be redesigned to maximize the benefits of robots, while still maintaining the hospitality of a customer service orientation.

The purpose of this paper is to provide a definition of sustainable employment (SE), the conditions that undermine SE, the need for SE and how the additional costs of SE can be covered through a re-imagined business. The paper is specific to industry policies and government laws in the USA. However, the concept of SE is a global issue, and this paper’s discussion has global implications.

This is a viewpoint paper based on the author’s knowledge and opinion supported by references.

SE is key for the hospitality industry's success with the additional costs of its introduction being possibly covered through a reimagined business. This will lead to a committed and stable workforce.

This paper introduces the concept of SE. The pandemic exposed the need for a committed and stable workforce in the hospitality industry. This paper supports this need, explains the benefits of SE and gives insight into how to fund SE.

The purpose of the paper is to identify trends changing travel and tourism to help managers and researchers better understand these trends. This understanding will help organizations remain competitive in today’s dynamic environment. The rapid advance of technology is changing how consumers evaluate, use and discuss hospitality and tourism products. The common theme among the four trends in this paper is technology. The authors identified four trends related to technology and discuss the impact of these trends on hospitality and tourism. The paper provides implications for mangers and researchers.

The paper reviewed both academic and trade literature to provide an overview of trends that are changing travel and tourism.

The author identified four trends: technology with a focus on robotics and artificial intelligence, big data analytics, social media and online communities and the sharing economy. The findings provide valuable insights for practitioners and researchers.

This paper provides a current view of how the advances in technology have evolved into four separate trends that are effecting both management and consumers. The current implications of these four trends are discussed as well as implications for the future.

The Corporation of the City of London are about to appoint a Public Analyst, and by advertisement have invited applications for the post. It is obviously desirable that the person appointed to this office should not only possess the usual professional qualifications, but that he should be a scientific man of high standing and of good repute, whose name would afford a guarantee of thoroughness and reliability in regard to the work entrusted to him, and whose opinion would carry weight and command respect. Far from being of a nature to attract a man of this stamp, the terms and conditions attaching to the office as set forth in the advertisement above referred to are such that no self‐respecting member of the analytical profession, and most certainly no leading member of it, could possibly accept them. It is simply pitiable that the Corporation of the City of London should offer terms, and make conditions in connection with them, which no scientific analyst could agree to without disgracing himself and degrading his profession. The offer of such terms, in fact, amounts to a gross insult to the whole body of members of that profession, and is excusable only—if excusable at all—on the score of utter ignorance as to the character of the work required to be done, and as to the nature of the qualifications and attainments of the scientific experts who are called upon to do it. In the analytical profession, as in every other profession, there are men who, under the pressure of necessity, are compelled to accept almost any remuneration that they can get, and several of these poorer, and therefore weaker, brethren will, of course, become candidates for the City appointment.

The purpose of this paper is to investigate the barriers to casino development, asking how they can be minimized, and how might casino resorts drive tourism growth most effectively?

An extensive review of literature on casino development is reviewed and analyzed.

This paper supports the proposition that casinos can be used to provide attractions that will benefit tourism destinations.

This paper provides useful insights for tourism planning, governmental management of gaming jurisdictions, and gaming executives on the social costs and benefits of gaming. The paper focuses on how to reduce the social costs and maximize the value created by the economic benefits.

The author proposes a model where future casino development should be required to support other entertainment options, such as live entertainment and restaurants at tourism destinations.

The research purpose is to conceptualize competitive productivity (CP) in the peer-to-peer (P2P) accommodation businesses. This study aims to conceptualize the four driving forces of P2P hosts’ CP and to empirically capture guest-based equity that supports such conceptual hosts’ CP model.

The goal of this paper is to apply Bauman’s Firm competitive productivity (FCP) model to the P2P accommodation business to conceptualize the CP of micro-entrepreneurial hosts. Four areas of the FCP model were reviewed to find how each of them contributes to the P2P hosts’ CP maximization.

Host talent, host resource management, value and host branding were conceptualized as key drivers of P2P hosts’ CP. The study also filled a gap in current literature by empirically analyzing online reviews to successfully capture key guest-based equity as satisfiers contributing to host talent, resource and branding.

Based on the hosts’ CP model, customer-generated resources play a significant role in the managerial implications, so that guest reviews with needs and wants and ratings can be empirically used to strengthen hosts’ CP under specific market circumstances.

This study is the first attempt to conceptualize a P2P host as a micro-entrepreneurial firm in the sharing economy platform for CP. This study looked at how the unique characteristics of the P2P accommodation industry and guest-based equity affect the P2P hosts’ CP.

As scholarly research in online purchasing increases in size and scope, understanding the manner in which consumers engage during online purchasing in hotels is critical. The purpose of this study is to provide an analysis of the current online purchasing research pertaining to the hotel industry.

A content analysis was conducted of 85 peer-reviewed articles published between 2006 and 2016 in hospitality and tourism journals to uncover the most critical aspects of online purchasing in hotels. Keyword searches and specific search parameters (e.g. literature time frame and locus of search) guided the review of the articles selected for the analysis.

This study recognizes that the discrete transaction per se represents the focal element in the hospitality scholarly research in online purchasing. It also recognizes the importance of the overall encompassing hospitality experience in creating and appropriating value for all stakeholders. Finally, the review found a strong orientation toward self-reported survey data as indicative of online transactions and the steps that precede them online.

The study recognizes the present focus on discrete transactions and recommends expanding the focus to tap into more comprehensive purchasing processes that are mediated by technology.

The analysis presented here offers practitioners insight into the value chain member and consumer behaviors that could be feasibly converted into actionable managerial practices.

In contrast to the reviews discussing online purchasing, this study provides a unique broad analytical perspective on the relationships among buyers, sellers, products, retail interfaces and consumer decision processes that characterize the hotel online purchasing environment, as reflected in the past 10 years of hospitality and tourism literature.

The purpose of this study is to provide insight into customers’ psychological processes and behavioral responses after merger and acquisition (M&A) of an artisanal brand.

Study 1 adopts a qualitative approach to understand how craft-beer customers perceive M&A decisions. In Study 2, a two-conditioned (M&A types: local and local company M&A vs local and national company M&A) between-subjects design experiment was executed.

The findings of this study show M&A’s of artisanal brands cause identity stigmatization, resulting in customers’ identity dissonance and coping strategies. Which coping strategies a customer uses depends on their brand identity, product-category identity and M&A partner types.

This was an exploratory study that serves as a starting point for future research. Future research could investigate the model proposed in this study by testing the effects of potential moderators and mediators.

The findings of the study enable companies to better anticipate post-M&A customer behavior, thereby enabling them to enhance their brand positioning when a competitor is acquired by a large company.

The popularity of locally produced and craft hospitality products has attracted the attention of large companies that acquire artisanal brands. There is a paucity of research investigating post- M&A customer reactions of locally owned artisanal companies by large companies.

Construction is possibly one of the most cost orientated industries in any economy. The primary mode of supplier selection has always tended to be on the basis of lowest material or service cost at point of consumption. Indeed, this remains the case even in the post‐Latham (1994) and Egan (1998) world in which we live. In general, construction cost estimates are based on a straight ‘take off’ of the quantities required. All further ‘other’ costs in the form of overhead, profit, labour and wastage are consolidated into the cost of the materials. Construction is unique within the various industries making up a modern economy in that the bulk of the materials and components that it uses are of relatively low value while being of high volume. Consequently, a significant proportion of the ‘other’ costs associated with materials purchases must be in the form of transportation from the point of extraction and / or production to the point of consumption. This paper provides an overview of the hidden costs associated with the transportation of construction materials within the industry and proposes improved methods of managing the logistics of the construction process e.g. reverse logistics, in order to reduce costs and increase the basic sustainability of the construction process.