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1 – 6 of 6The scope of this chapter is to present in a simple and synoptic way the main components of tourism as a consumer-driven business field. The main purpose of this chapter is to…
Abstract
Purpose
The scope of this chapter is to present in a simple and synoptic way the main components of tourism as a consumer-driven business field. The main purpose of this chapter is to discuss the tourism system and tourism value chain as the analytical frameworks for tourism businesses.
Methodology/approach
A literature review was conducted on conceptual issues and managerial aspects of tourism system and value chain.
Findings
This chapter highlights the fact that tourism is not a science or a scientific discipline; it is just a body of knowledge. It presents, in a synoptic and clear way, the building blocks of the tourism, that is, the approaches of tourism system and tourism value chain, as well as the concept of tourism experience.
Research limitations/implications
This chapter is explorative in nature, because the discussion is mostly based on a literature review.
Practical implications
Tourism is a multifaceted activity, which touches upon many different economic activities that are connected as a system. Thus, tourism must be understood as a system that includes interrelated elements working together. The model of a value chain can be applied in tourism, both at business and destination levels. Tourists are the focal point of the global value chain in international tourism.
Originality/value
This chapter analyses analytical frameworks, models and concepts in an integrated way. This analysis is very useful in creating a better understanding of the tourism industries and the business ventures in this field.
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Keywords
Marios Sotiriadis and Stelios Varvaressos
In this chapter we aim to consider human resources (HR) within the context of tourism experiences. Specifically, our intention is to analyze and highlight the importance of a…
Abstract
Purpose
In this chapter we aim to consider human resources (HR) within the context of tourism experiences. Specifically, our intention is to analyze and highlight the importance of a strategic approach to human resources management (HRM) and suggest suitable tools and strategies.
Methodology/approach
Extensive literature reviews were conducted on issues and aspects of HRM. Micro-cases and examples are used to illustrate efficient HRM tools and practices.
Findings
(i) HR have a significant contribution to make in overcoming the challenge of creating and managing experiences to meet customer expectations and achieve tourism business aims. (ii) The strategic management approach to HR is indispensable because consumption experience has shifted from the servicescape to the experiencescape environment. (iii) This evolution implies that tourism staff need to develop a new skills set.
Research limitations/implications
This study is explorative in nature, based on a literature review. Thus, more research-based knowledge and more empirical studies are needed to fully validate the chapter’s suggestions.
Practical implications
Strategic HRM is a requirement for tourism businesses that aim to provide valuable tourism experiences. There is a need for experiential intelligence and a bundle of skills to fulfill the customized requirements and personal aspirations of contemporary tourists. The related strategies are also discussed.
Originality/value
The study offers insights into aspects of HRM in the context of tourism experiences and highlights the necessity of developing an extended bundle of skills.
Details