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The purpose of this paper is to describe criteria for selecting and processes for implementing a self‐service online resource reservation using the University of Virginia (U.Va.) Library as a case study.

The paper chronicles the identified needs, selection criteria, and deployment strategy undertaken by a U.Va. Library task force in early to mid‐2010 along with the unexpected pitfalls and policy implications uncovered by the process.

The U.Va. Library selected and rolled out a product meeting a variety of public service needs, EMS Enterprise, in the summer/fall of 2010, with lessons learned about the intricacies of IT infrastructure, public service policies and procedures, and the varied resource reservation needs of the library's libraries and labs.

The paper demonstrates how the addition of a self‐scheduling reservation system has helped fill a long‐awaited need and adds value to the U.Va. Library's Services.

Presents part of ongoing research into French Railways (SNCF) and the introduction of Socrate, a computerized reservation and ticketing system. SNCF bought Sabre from American Airlines in order to build Socrate; one of its aims was to transform commercial activities through the instigation of a new philosophy of selling, based on a technological investment, importing techniques, such as yield management, used in the airline industry. Seeks to understand the links between the strategic and political aims and the technical choices, as well as how actors interpret and appropriate technical tools. Argues that Socrate is an integral part of the problematic adoption of a new rail transport model based on the deregulated airline industry.

The purpose of this paper is to examine the use of electronic distribution systems (EDS) in Korean hotels and investigate the differences between large and small and medium (S&M) hotels.

This is a qualitative and explorative study. An in‐depth interview was conducted of seven large hotels and nine S&M hotels.

Regardless of size, the surveyed hotels received, on average, more reservations through offline systems than online. It was found that large hotels showed less variation in the use of EDS than S&M hotels. While there was no distinct difference in the overall use of EDS, in terms of average, the highest percentage of hotel EDS use was demonstrated by S&M hotels. Regarding specific components and distribution flows, large hotels overall employed a variety of distribution channels, often implemented in multi‐faceted systems. S&M hotels, in most cases, adopted simpler distribution flows, i.e. hotel web sites and online travel agencies. This difference seems to be the result of the affiliation of primarily large hotels with huge hotel corporations.

An emphasis has been placed on the current use of an EDS within S&M hotels, given their greater competitive challenge with regards to their larger counterparts.

Meaningful implications are made that building an extensive and effective information system appropriate to the size and type of the hotel's operations is especially needed by S&M hotels.

The paper addresses EDS issues specifically for S&M hotels.

Several tourism destinations are using social media (SM) marketing more than traditional marketing in the developed countries. The increasing use of technology has replaced the role of travel intermediary. Most of the travellers in developed countries are no longer using travel agencies for their services. Many bookings are done online using electronic devices either at office or home. It is, therefore, a fact that SM has come to stay. However, the situation is contrary to some developing countries due to several reasons; for example, unreliable source of energy, communication, poor infrastructure and lack of competition. Most of developing countries depend on tourists from developed nations to consume their tourism destination products. Moreover, the modern travellers are no longer travelling in the dark. They want to have prior knowledge about their destinations. They check online product offerings, certification and destination labels. A modern tourist is becoming a more responsible traveller. SM plays a big role by providing information about many tourism destinations. Nevertheless, there are ongoing debates regarding the usefulness, future and survival of traditional travel agents despite the fact that there are threats from online travel agents and the increasing use of SM. This chapter is a case study of Malawi as a tourist destination. It critically discusses and analyses the impact of SM as a marketing tool. It also analyses the benefits and challenges of the travel agents, and finally confirms that there is a need to embrace technological change in travel and tourism industry in the developing nations.

The emergence of innovative internet-based reservation systems (iReservation systems) is threatening the sustainability of retail travel agencies (TAs) in Brunei Darussalam. With the friendliness and convenience offered by iReservation systems, many customers nowadays prefer to book their tickets and accommodations online. The purpose of this paper is to assess the impact of iReservation systems on TAs in Brunei Darussalam. In other words, the authors are interested to find out how TAs and customers react to iReservation systems.

To fulfil this objective, surveys were conducted on both the responses from TAs and their customers regarding iReservation systems in Brunei Darussalam.

Most individual customers prefer to book their tickets and accommodations through iReservation systems. However, government and corporate customers still prefer to book tickets and accommodation by TAs. Most TAs are affected by iReservation systems either negatively or positively, depending on how TAs respond with their sustaining strategies such as segmentation, targeting and positioning in the market.

It is clear that without proper strategies in facing turbulent changes in the tourism industry, eventually traditional TAs will be disintermediated.

Information technology (IT) project risks.

This case is suitable for the students who are enrolled in masters or executive programmes in management. Considering the masters programme in management, the case can be introduced in the MIS course in sessions related to IT project risks. The case will also be appropriate for discussion in elective courses, such as IT project management. Here the case can be introduced in discussions related to understanding IT project outsourcing risks. The case will also fit well with the audience of the executive programme in sessions on IT project risks. The assignment questions provided below are designed from the perspective of teaching this case to a business student audience. The case could certainly be adjusted to fit the needs of students in more technical disciplines.

This case presents an organization (Airosonic Travels Private Limited) which was set up in 1988. The organization provided travel-related services (i.e. ticketing, hotels bookings, car rentals and cruises to exotic destinations) to meet the requirements of corporate users such as organization employees, vendors, dealers and customers. The packages were provided though the portal www.corporatetravels.in/. With cut-throat completion from other vendors, the organization acquired the globally preferred airline reservation system Galileo to gain market share in the computer reservation system market. This acquisition, however, led to a series of deliberations on how the new system could be put to use and integrated with the portal so that it helped Airosonic to achieve efficiency in its day-to-day processes. The integration was necessary, as this would entirely eliminate third-party requirements (such as travel agents) and also make travel planning easy, cost-effective and hassle-free. The different alternatives available to the governing body were to develop and manage the entire thing in-house, outsource the development to a third part, or delegate the entire responsibility to the third party. The analysis of the case takes into account the different risks that are associated with each of these decision alternatives and the possible ways forward for the Airosonic management.

The objective of this teaching case is as follows: to understand the different risk elements that influence development of a software initiative, to differentiate between different categories of risks including project development risks and project management risks, to appreciate the differences in the types of risks that influence different project execution scenarios such as in-house development and outsourcing and to understand how an organization can address and manage the risks facing a software initiative.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Today's long haul travelers require destination information before they travel to a destination, and also while they are at the destination. The increasing complexity of the tourism industry and the increasing sophistication and diversity of travelers, makes access to this information both more important and more difficult, especially for long haul destinations. Indeed there are substantial search costs for travelers to identify products in long haul destinations. More accessible information sources on a destination's facilities can reduce the substantial search costs that are incurred in the planning and organization of a long haul trip, and thereby facilitate market transactions in the destinations.

The Internet has enabled consumers to act as their own travel agents and to verify independently the accuracy of the information provided by airlines through the CRSs and travel agents. As a result, the relationships between consumers and the suppliers of air-travel information have been radically altered, and we document these changes. We identify the relevant market for air-travel information, which includes CRSs, online travel agencies, and the websites and call centers of individual carriers. We determine market concentration and market shares using the Herfindhal-Hirschman Index. Based on our analysis, we argue that there is no longer any need to regulate independent CRSs. However, airlines that own CRSs continue to have an incentive to withdraw their flight and fare information from rival CRSs and, to prevent this from happening, the mandatory participation rule adopted in 1992 should be maintained.

For more than three decades, computerisation has seemed to promise much to help managers perform more effectively. However, various attempts to develop management information systems in the 1960s and 1970s appeared to do little beyond overwhelming managers with hard data that may have borne little relevance to the soft data actually used to make decisions. New advances in computer hardware and software in the 1980s offer the prospect of more complete Decision Support Systems (DSS). Other service organisations such as airlines and tour operators are beginning to exploit DSS. If hospitality organisations are to cope with the 1990s, some changes in their corporate culture must be envisaged, to take better advantage of management skills.

While high on marijuana, a computer operator at the main computer reservations centre of a major airline failed to load a crucial tape at a crucial time. The result was eight hours of “down” computer time, erased reservations, and a $19 million loss to the airlines. Commenting on the $19 million loss, an airline spokesman said: “That was an awfully expensive joint by anybody's standards.”