Signifying Business Tourism Through Knowledge Sharing and Innovation Processes

2020 ◽  
pp. 238-260
Author(s):  
Nabila Tanvir ◽  
Sajjad Ahmed Baig
Keyword(s):  
Knowledge Sharing ◽  
Business Schools ◽  
Tourism Industry ◽  
Degree Programs ◽  
Global Village ◽  
Advanced Technologies ◽  
Potential Customers ◽  
Innovation Processes ◽  
Instrumental Role

The main objective of this chapter is to highlight the significance of business tourism in the global village where the advanced technologies are utilizing for knowledge sharing and implementing innovation to attract the potential customers effectively and enhance the profitability of tourism industry. It also reviews how the professionals are developed by business schools, which are offering degree programs in tourism. With the growing popularity of tourism industry, there is a need for producing graduates in tourism who may perform excellently in launching innovations through effective knowledge sharing processes. It also discusses how knowledge sharing and innovation play an instrumental role in meeting the challenging demands of the potential clients of the tourism industry.

TOURISM INDUSTRY OF PLOVDIV IN THE CONDITIONS OF EMERGENCY MEASURES

2020 ◽  
Author(s):  
Zlatka Grigorova ◽  
Keyword(s):  
Online Survey ◽  
Tourism Industry ◽  
The State ◽  
Economic Situation ◽  
State Of Emergency ◽  
Current Economic Situation ◽  
Potential Customers ◽  
Emergency Measures ◽  
Innovative Approaches

The report summarizes information on the state of the tourism business in Plovdiv after the introduction of Covid-19 restrictive emergency measures, as well as the expectations for the development of tourism in the coming months based on an online survey at the end of April 2020. The report outlines the overall state of the industry as well as the difficulties it faces and the efforts it made to retain employment and towards recovery. The adaptability of the business in the current economic situation and the search for new innovative approaches to attract and welcome tourists are highlighted, in order to reach more potential customers after the end of the state of emergency.

scholarly journals Open Innovation and Social Big Data for Sustainability: Evidence from the Tourism Industry

2018 ◽  
Vol 10 (9) ◽  
pp. 3215 ◽  
Author(s):  
Pasquale Del Vecchio ◽  
Gioconda Mele ◽  
Valentina Ndou ◽  
Giustina Secundo
Keyword(s):  
Big Data ◽  
Open Innovation ◽  
Tourism Industry ◽  
Longitudinal Case Study ◽  
Huge Amount ◽  
Knowledge Assets ◽  
Social Big Data ◽  
Tourism Experience ◽  
Innovation Processes

This paper aims to contribute to the debate on Open Innovation in the age of Big Data by shedding new light on the role that social networks can play as enabling platforms for tourists’ involvement and sources for the creation and management of valuable knowledge assets. The huge amount of data generated on social media by tourists related to their travel experiences can be a valid source of open innovation. To achieve this aim, this paper presents evidence of a digital tourism experience, through a longitudinal case study of a destination in Apulia, a Southern European region. The findings of the study demonstrate how social Big Data could open up innovation processes that could be of support in defining sustainable tourism experiences in a destination.

The Customer as a Source of Open Innovation in the Tourism Sector

2019 ◽  
pp. 158-178
Author(s):  
Patricia P. Iglesias-Sánchez ◽  
Marisol B. Correia ◽  
Carmen Jambrino-Maldonado
Keyword(s):  
Social Media ◽  
Open Innovation ◽  
Tourism Industry ◽  
Innovation Implementation ◽  
New Paradigm ◽  
Customer Involvement ◽  
Tourism Sector ◽  
Strategic Support ◽  
Innovation Processes ◽  
Practical Implications

This chapter analyzes the implementation of open innovation supported by social media, aiming to make it more effective in the tourism sector. Regression analysis is used to verify the relationships between competitive environment, research and development (R&D)/innovation level, external openness, and open innovation implementation using a sample of 135 tourism companies in the south of Spain and Portugal. The potential of social media as an instrument for customer involvement in innovation processes is verified, as is the ongoing adoption of open innovation as a competitiveness strategy in the tourism industry. Regarding the practical implications, open innovation is becoming established and there is strategic support from social media. However, there is a lack of models to give structure to this new paradigm and allow its management. The originality of this chapter lies in combining the models proposed by Narver and Slater and Atuahene-Gima regarding the ways in which companies can approach open innovation.

People-Focused Knowledge Sharing Initiatives in Medium-High and High Technology Companies

2011 ◽  
pp. 185-200
Author(s):  
Nekane Aramburu ◽  
Josune Sáenz
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
High Technology ◽  
Target Population ◽  
Company Performance ◽  
Organizational Conditions ◽  
The One ◽  
Business Competitiveness ◽  
Successful Innovation ◽  
Innovation Processes

The aim of this chapter is to analyse the organizational conditions that foster the development of different people-focused knowledge sharing initiatives in medium-high and high technology companies, as well as the degree of influence of those initiatives on the ideation stage of innovation processes. Finally, considering that successful innovation is the one that helps to improve business competitiveness, the degree of influence of this innovation capability dimension on company performance is examined. For these relationships to be tested, an empirical study has been carried out among medium-high and high technology Spanish manufacturing firms with more than 50 employees and which carry out R&D activities. To this end, a questionnaire has been designed and submitted to the CEOs of the companies making up the target population of the research. Structural equation modelling (SEM) based on partial least squares (PLS) has then been applied in order to test the main hypotheses of the research.

Analyzing the IS 2010 Model Curriculum for Evidence of the Systems Approach

2016 ◽  
Vol 9 (1) ◽  
pp. 54-66
Author(s):  
George Schell ◽  
Richard Mathieu
Keyword(s):  
Decision Making ◽  
Information Systems ◽  
Systems Engineering ◽  
Large Scale ◽  
Systems Approach ◽  
Business Schools ◽  
Learning Objectives ◽  
Degree Programs ◽  
Course Content ◽  
Curriculum Guidelines

The systems approach is frequently associated with solving large-scale, complex problems and is regarded as a foundation for systems engineering and decision-making. Components of the systems approach are too frequently missing from information systems programs in business schools. The purpose of this paper is to determine the degree to which the IS 2010: Curriculum Guidelines for Undergraduate Degree Programs contains the systems approach in its learning objectives as well as specific course content. By examining the curriculum guidelines a preliminary judgment can be made concerning evidence of the systems approach having a broad implementation across information systems programs. The paper concludes with a discussion of the importance of the systems approach in the IS curriculum and establishing the systems approach as a theme in the curriculum of IS programs.

Executive Education

2020 ◽  
Author(s):  
Rolv Petter Amdam
Keyword(s):  
United States ◽  
Personal Development ◽  
Management Education ◽  
Business Schools ◽  
The United States ◽  
Management Program ◽  
Executive Education ◽  
Degree Programs ◽  
Business Elite ◽  
New Research

Executive education, defined as consisting of short, intensive, non-degree programs offered by university business schools to attract people who are in or close to top executive positions, is a vital part of modern management education. The rationale behind executive education is different from that of the degree programs in business schools. While business schools enroll students to degree programs based on previous exams, degrees, or entry tests, executive education typically recruits participants based on their positions—or expected positions—in the corporate hierarchy. While degree programs grade their students and award them degrees, executive education typically offers courses that do not have exams or lead to any degree. Executive education expanded rapidly in the United States and globally after Harvard Business School launched its Advanced Management Program in 1945. In 1970, around 50 university business schools in the United States and business schools in at least 43 countries offered intense executive education programs lasting from three to 18 weeks. During the 1970s, business schools that offered executive education organized themselves into an association, first in the United States and later globally. From the 1980s, executive education experienced competition from the corporate universities organized by corporations. This led the business schools to expand executive education in two directions: open programs that organized potential executives from a mixed group of companies, and tailor-made programs designed for individual companies. Despite being an essential part of the activities of business schools, few scholars have conducted research into executive education. Extant studies have been dominated by a focus on executive education in the context of the rigor-and-relevance debate that has accompanied the development of management education since the early 1990s. Other topics that are touched upon in research concern the content of courses, the appropriate pedagogical methods, and the effect of executive education on personal development. The situation paves the way for some exciting new research topics. Among these are the role of executive education in creating, maintaining, and changing the business elite, the effect of executive education on socializing participants for managerial positions, and women and executive education.

scholarly journals Service Quality and Customer Satisfaction: The Case of Star Cruise Libra, Penang.

2018 ◽  
pp. 576-586
Author(s):  
Albattat Ahmad ◽  
Al-Laymoun Mohammad ◽  
Alsardia Khaled ◽  
Mohd Shukri Ab Yajid ◽  
Abdol Ali Khatibi
Keyword(s):  
Quality Of Service ◽  
Customer Satisfaction ◽  
Service Quality ◽  
Tourism Industry ◽  
Customer Base ◽  
Quality Dimensions ◽  
Service Quality Dimensions ◽  
Asian Pacific ◽  
Potential Customers

Quality of service is a major competitive advantage within the tourism industry and cruise liners are no exception. In recent years, the Asian-Pacific company Star Cruises has striven to strengthen and retain the loyalty of its customer base in an increasingly challenging market. This study aims to look at the interface between Star Cruises’ service quality dimensions and customer satisfaction level by analyzing data on one of its ships, the Super Star Libra, with its homeport in Penang, Malaysia. An adapted version of the SERVQUAL model was used by the researchers to evaluate the quality of service and customer satisfaction aboard the Libra, as was a questionnaire, whose instruments were developed from past studies. 102 questionnaires were given out to and collected from passengers who had ridden aboard the Super Star Libra. Results indicated that service quality dimensions such as tangibility, responsiveness, reliability, assurance, and empathy had a significant bearing on customer satisfaction. The latter also helped determine which cruise customers would prefer to spend their vacations on in the future. The outcome of this research provides useful guidelines for cruises that intend to capitalize on the quality of their service to both maintain the satisfaction of their existing customers and attract more potential customers going forward.

scholarly journals System Dynamic Simulation of Online Customers for Cruise Travel: Based on the Customer Life Cycle Perspective

2021 ◽  
Vol 2021 ◽  
pp. 1-10
Author(s):  
Hou Jian ◽  
Jiang Yuantao
Keyword(s):  
Life Cycle ◽  
Word Of Mouth ◽  
Travel Demand ◽  
Tourism Industry ◽  
Impact Factors ◽  
Customer Life Cycle ◽  
Cruise Tourism ◽  
Simulation Results ◽  
Potential Customers

Cruise tourism is an emerging tourism industry. Under the current online consumer market, expanding the number of online customers is an important consideration for the sound development of cruise tourism, starting from the reality of cruise travel, integrating life cycle theory, demand theory, and network consumption behavior theory, defining the evolution model of customer life cycle, using system dynamics for simulation analysis to discover the dynamic changes in the number of cruise travel online customers in different life periods. The analysis of the simulation results found that at different stages of the life cycle evolution of cruise travel network customers, travel demand is comprehensively affected by various factors such as basic needs, novelty, offline experience, Internet word-of-mouth, and information quality. The number of potential customers first accelerates and then declines. The trend is flat, the number of waiting customers is normally distributed over time, and the number of existing customers and lost customers tends to stabilize after an accelerated increase. The simulation results with word-of-mouth factor as the test function show that the model has good robustness and sensitivity. The number of waiting customers is sensitive to changes in word-of-mouth impact factors, and the number of existing customers has not increased significantly. Finally, summarize the development strategies of cruise tourism from the perspective of life cycle: increase the promotion of cruise tourism network and expand the range of potential customers, highlight the characteristic orientation of cruise tourism differentiation, induce waiting for customers to pay online, improve the quality of cruise tourism experience and maintain existing customer loyalty, and optimize the quality of travel information on the online platform to attract lost customers to turn back.

Students' Perceptions of Online Courses

2011 ◽  
pp. 1537-1545
Author(s):  
Judith C. Simon ◽  
Lloyd D. Brooks ◽  
Ronald B. Wilkes
Keyword(s):  
Higher Education ◽  
Online Courses ◽  
Business Schools ◽  
Higher Education Institutions ◽  
Colleges And Universities ◽  
Degree Programs ◽  
New Schools ◽  
Engineering And Technology ◽  
E Learning ◽  
Business Engineering

An increasing number of traditional colleges and universities, responding to marketplace pressures, are offering online courses and degree programs. According to Weil (2001), 54% of U.S. higher education institutions offer e-learning courses. Many AACSB-accredited business schools provide courses and complete degree programs online. New schools have been created that exist solely in cyberspace (Peltz, 2000). Students can complete undergraduate online degree programs in fields as diverse as nursing, business, engineering, and technology.

Students' Perceptions of Online Courses

2005 ◽  
pp. 2665-2671
Author(s):  
Judith C. Simon ◽  
Lloyd D. Brooks ◽  
Ronald B. Wilkes
Keyword(s):  
Higher Education ◽  
Online Courses ◽  
Business Schools ◽  
Higher Education Institutions ◽  
Colleges And Universities ◽  
Degree Programs ◽  
New Schools ◽  
Engineering And Technology ◽  
E Learning ◽  
Business Engineering

An increasing number of traditional colleges and universities, responding to marketplace pressures, are offering online courses and degree programs. According to Weil (2001), 54% of U.S. higher education institutions offer e-learning courses. Many AACSB-accredited business schools provide courses and complete degree programs online. New schools have been created that exist solely in cyberspace (Peltz, 2000). Students can complete undergraduate online degree programs in fields as diverse as nursing, business, engineering, and technology.

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