scholarly journals Organizational innovations of the integrated management system for hospitality and tourism companies

2020 ◽  
pp. 21-25
Author(s):  
Kseniia KOVTUNENKO ◽  
Yuliia BAILIUK
Keyword(s):  
Sustainable Development ◽  
Management System ◽  
Service Sector ◽  
Organizational Innovation ◽  
Integrated Management ◽  
Corporate Image ◽  
Work Processes ◽  
Integrated Management System ◽  
Hospitality And Tourism ◽  
Organizational Innovations

Organizational innovations of the integrated management system for hospitality and tourism companies is now an essential factor in the economic competitiveness of firms. The study of innovations in the service sector is still in its infancy, as the first studies did not appear until the late 1990s, and it is difficult to find a reliable theoretical basis for studying innovations in this sector. It becomes even harder to find when applied to firms working in the hospitality and tourism sectors. Tourism is currently one of the most promising industries in the world, and there is an urgent need for a better understanding of innovation in this sector. This study addresses a common question: how to explain innovations in the tourism sector. In seeking an answer to this question, the work has two objectives: 1) to discuss what innovation in services is, taking into account a study of innovation in hospitality and travel firms, along with a literature review; 2) to develop a case study for an international group on hospitality. The results support the hypotheses that the implementation of an Integrated Hotel Management System is an important innovation in the sense that it mainly promotes organizational innovation, while firms use sustainable development policies as strategies of innovation and differentiation from competition. At this time, tourism firms are to be managed in three ways: economic, social and environmental. The advantages defined by the hotel are: optimization of work processes, with an impact on productivity, sustainable development of the company, strengthening of its corporate image, creation of an organized structure, reduction of environmental impact and risks inherent in the activity, and increase in customer satisfaction. Finally, we present a number of conclusions that allow a better understanding of innovation in tourism and are aimed at expanding the theoretical debate as well as knowledge on this topic.

Game4Manager

2012 ◽  
pp. 108-134 ◽  
Author(s):  
José Neto ◽  
Paulo Mendes
Keyword(s):  
Sustainable Development ◽  
Focus Group ◽  
Management System ◽  
Integrated Management ◽  
Leonardo Da Vinci ◽  
Learning Approach ◽  
Integrated Management System ◽  
New Learning ◽  
The World ◽  
A Company

A company in an increasingly globalized and competitive world needs to present itself more innovative, more customer-oriented, and capable of interpreting and responding to the challenges of the world. Game4Manager is a serious game in a 3D online environment where the learner’s role is to implement an Integrated Management System in a virtual company in 12 levels, analyzing, managing and improving all the significant aspects related to the company’s sustainable development. In this chapter, the authors review the framework for Game4Manager’s development, its implementation, and analyze this new learning approach based on gaming in a focus group. Game4Manager is a European project funded by Leonardo Da Vinci Programme during 2009-2010, developed by a consortium of six European institutions from five different countries (Portugal, France, Greece, Hungary, and Sweden).

Energy Management of Electromechanical Systems on the Board of a Ship

2020 ◽  
Vol 26 (3) ◽  
pp. 14-19
Author(s):  
Laurențiu Bogdan Asalomia ◽  
Gheorghe Samoilescu
Keyword(s):  
Energy Management ◽  
Management System ◽  
Integrated Management ◽  
Integrated Management System ◽  
Management Actions ◽  
Energy Flows ◽  
Reduce Emissions ◽  
Technical Solutions ◽  
Productive Time

AbstractThe paper analyzes, starting from the Integrated Management System, the role of automation, the role of the officer and the role of the Energy Management System on board the ship. The implementation of an EnMS establishes the structure and discipline of identifying energy flows, implementing management actions and, finally, applying technical solutions, which significantly reduce energy costs, reduce non-productive time in production, and reduce emissions. of Greenhouse Gases in the environment. The steps to be highlighted in the realization of energy management are analyzed.

New approaches to improving enterprise management systems using international models and standards in a digital transformation environment

2020 ◽  
pp. 24-29
Author(s):  
V.V. Silaeva ◽  
◽  
V.P. Semenov ◽  
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Digital Transformation ◽  
International Standards ◽  
System Model ◽  
Management Systems ◽  
Enterprise Management ◽  
Integrated Management System ◽  
New Approaches ◽  
Iso 31000

The relevance of creating integrated management systems for enterprises in a digital transformation environment is proved. New approaches to improving the management system in accordance with the new European excellence model (EFQM 2020) and international standards for achieving sustainable success and risk management are described. Approach to the development of integrated management system model based on the new EFQM 2020 model and international standards such as ISO 9004:2018 and ISO 31000:2018 is offered.

Implementation of an integrated management system in an airline: a case study

2010 ◽  
Vol 22 (6) ◽  
pp. 629-647 ◽  
Author(s):  
Palmira López‐Fresno
Keyword(s):  
Management System ◽  
Customer Orientation ◽  
Integrated Management ◽  
Direct Analysis ◽  
Internal Communication ◽  
Content Type ◽  
Integrated Management System ◽  
Use Of Resources ◽  
Industry Sectors

PurposeThis paper presents, through the analysis of a case study, a model based on a systemic approach that proved successful for the design and implementation of an integrated management system (IMS) in an airline, and provides guidelines and practical recommendations that may be of use to other sectors of activity when designing and implementing an IMS.Design/methodology/approachData for this paper were collected through direct analysis and implication in the process of implementation of the IMS. Also a literature review was conducted.FindingsTangible and intangible benefits were identified as derived from operating one IMS, such as cost savings, better use of resources, improved internal communication, stronger customer orientation and employee motivation. For these benefits to be realised it is essential to take into account several critical factors and be aware of the challenges accompanying integration of management systems, as detailed in the paper.Practical implicationsThis paper provides guidelines and recommendations for organisations seeking to implement and integrate several standards, being general or sectoral, particularly if they operate in highly complex industry sectors.Originality/valueThis paper incorporates the integration of sectoral standards, which the literature has not covered very widely. The research has wider value through transferable applications and experiences for other industry sectors.

scholarly journals Stakeholder Management as Part of Integrated Management System in the Furniture Industry

2015 ◽  
Vol 34 ◽  
pp. 129-133 ◽  
Author(s):  
Jana Jaďuďová ◽  
Ján Zelený ◽  
Iveta Marková ◽  
Judita Tomaškinová ◽  
Jana Hroncová Vicianová
Keyword(s):  
Management System ◽  
Stakeholder Management ◽  
Integrated Management ◽  
Furniture Industry ◽  
Integrated Management System
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