STRATEGIC MANAGEMENT FOR TOURISM AND HOSPITALITY

Course Description

This course provides an in-depth approach to effectively managing internal resources—such as people, knowledge, financial capital, and physical assets—while establishing, developing, and nurturing relationships with external stakeholders, including guests, suppliers, owners, franchisors, venture partners, and government entities. Additionally, it presents a strategic management framework tailored for the international hospitality sector, utilizing a case study method to examine contemporary issues like innovation, entrepreneurship, leadership, ethics, franchising, and corporate social responsibility in a global context. The key learning focuses on the strategic skills essential for navigating the intensely competitive hospitality landscape alongside resource acquisition, development, and management strategies that create a competitive edge.

STRATEGIC MANAGEMENT FOR TOURISM AND HOSPITALITY

Evaluation Tools (Active Term)

Course outcomes

1. 01 Ability to identify the most important elements of the broad environment, including the sociocultural, economic, political, and technological contexts.nly in tourism and hospitality, but also applicable to numerous other fields.
2. 02 Ability to list and explain the various tactics managers can use to influence stakeholders.
3. 03 Evaluating the types of knowledge which are more likely to be associated with a sustainable competitive advantage.
4. 04 Ability to distinguish the business - level strategy of any hospitality organization by determining if it is a cost leader, differentiator, or best value and whether it addresses a broad or narrow market focus.
5. 05 Ability to discuss the three different perspectives or approaches used in understanding strategy, including the traditional perspective, the resource - based view, and the stakeholder view.

Course Syllabus

Reference Books & Course Materials

1. 01 Enz A. C., 2010. Hospitality Strategic Management: Concepts and Cases, 2nd Ed. Wiley and Sons.
2. 02 Hussey D., 2008. Strategic Management: From theory to implementation, 4th Ed. Butterworth-Heinemann.
3. 03 Evans, N., Stonehouse, G., & Campbell, D. (2003). Strategic management for travel and tourism. Butterworth-Heinemann.
4. 04 Case Studies

Learning Outcomes

1. L01 Ability to identify the most important elements of the broad environment, including the socio-cultural, economic, political, and technological contexts in tourism and hospitality, but also applicable to numerous other fields. SOLO 2
2. L02 Ability to list and explain the various tactics managers can use to influence stakeholders. SOLO 4
3. L03 Assess what types of knowledge are more likely to be associated with a sustainable competitive advantage. SOLO 5
4. L04 The capability to distinguish the business - level strategy of any hospitality organization by determining if it is a cost leader, differentiator, or best value and whether it addresses a broad or narrow market focus. SOLO 4
5. L05 Ability to discuss the three different perspectives or approaches used in understanding strategy, including the traditional perspective, the resource - based view, and the stakeholder view. SOLO 5

Program Outcomes

1. P01 Demonstrate an understanding of the core subfields of psychology — including but not limited to clinical, developmental, cognitive, social, and biological/neuroscientific psychology — and their interconnections with other scientific disciplines, critically evaluating the value of a multidisciplinary approach to scientific inquiry in psychology.
2. P02 Apply scientific methods, research techniques, measurement and psychometric principles (e.g., reliability, validity, scale development/adaptation), and quantitative/statistical reasoning to investigate psychological phenomena, recognizing methodological strengths, limitations, common reasoning fallacies, and the flaws of pseudoscience.
3. P03 Employ logical, intuitive, and creative thinking to analyze psychological concepts, evaluate theories (including their historical and philosophical development), synthesize information, and solve complex problems related to cognition and behavior.
4. P04 Integrate psychological theories and findings into practical settings (e.g., business, policy, clinical/counseling contexts, and daily life), applying foundational applied skills such as interviewing, observation, and case formulation, drawing meaningful conclusions to inform individual, organizational, and societal practices.
5. P05 Describe key ethical principles in psychological research and practice, critically applying these principles to dilemmas across academic, professional, and everyday contexts.
6. P06 Recognize how individual differences (e.g., beliefs, values, backgrounds) impact behavior and relationships; use psychological knowledge to prevent or resolve intercultural and interpersonal conflicts and promote inclusive, respectful interactions.
7. P07 Exhibit self-regulation and self-awareness, demonstrating a commitment to psychological well-being, effective time management, constructive incorporation of feedback, and ongoing personal and professional development.
8. P08 Collaborate effectively in diverse teams, demonstrating responsibility, bias awareness, conflict resolution skills, and leadership in achieving collective goals.
9. P09 Communicate psychological knowledge clearly and appropriately for academic, professional, and public audiences using inclusive language, both in written and oral formats, and by accurately summarizing and presenting research findings.
10. P10 Use information and communication technologies (including AI and digital media) responsibly and effectively for research, collaboration, and the dissemination of psychological knowledge.
11. P11 Embrace lifelong learning and adaptability in response to evolving psychological knowledge and societal needs, engaging with global perspectives and demonstrating intercultural awareness.

Po-Lo Matrix