中外钣店管理公司在中国市场竞争力之对比研究

本文通过抽样调查，对目前中国两种饭店管理公司进行了对比研究，结果显示，外国饭店管理公司在品牌声誉，可信度，销售网络及其与地当政府，相关机构和饭店员工关系等16有关饭店管理公司竞争力指标上，比中国饭店管理公司具有较大的优势，但存在增长动力不足的问题，处于发展初期的中国饭店管理公司尚难以与国外公司开展纯市场性的竞争，政府现行的行政干预有助于其规模的形成，但无法解决内在竞争力不足的问题，中外双方利用各自比较优势开展合作以形成联合优势，是一项双赢战略，本文认为建立合资合作饭店管理公司来实现这一战略是现阶段中外饭店管理公司的明智选择。     

饭店非正式员工工作满意度研究

在饭店行业,随着国外著名饭店集团的进驻,民营企业饭店的发展壮大,国有饭店企业改制的推进,饭店之间的竞争日趋白热化.为增强企业的竞争力,获得满意的经营利润,饭店不断通过雇佣大量的非正式员工来确保总成本上的竞争优势.在这样的背景下,本文通过实证研究探寻中国饭店非正式员工工作满意度的影响因子以及各因子的影响程度,在此基础上建立了非正式员工管理的 SPAR 模型,并从工作压力、工作态度和工作单位认可三个角度提出非正式员工管理的具体对策,以期对饭店企业非正式员工的管理提供借鉴和参考.     

中国大陆外方管理饭店人力资源管理现状及对策研究

本文通过抽样调查方式对中国大陆外方管理饭店(简称外管饭店)的人力资源管理现状、问题进行了分析。研究结果表明外管饭店与其它性质的饭店相比具有更大的自主权、裙带关系较少、重视员工培训和发展、更有效的激励系统以及良好的劳资关系等特征。国际饭店集团正在采取人才本土化战略，以获得更大竞争优势。外管饭店也面临着员工素质不高、人才流失、员工表现不理想、职业道德总体较低和中外员工文化差异等问题。作者认为人力资源管理的重点应该放在培训及激励员工两方面。     

论饭店企业CIS的导入误区与控制要点

随着中国饭店市场和旅游者的成熟，饭店企业间的竞争手段正在由产品质量、营销网络向企业形象竞争转移。由于理论准备不足、高层次运作人才缺乏等方面的原因，导致饭店企业在导入CIS时尚存在不少误区。本文在分析中国饭店企业CIS运作现状的基础上，按照其科学流程研究了各个环节的控制要点。     

反思中国饭店职业教育

文章认为 ,中国饭店职业教育在以下三方面明显存在不足 ,即课程设置上基础课比重偏大 ,专业课比重偏小 ;在教材上强调理论有余 ,而重视实践不足 ;在教师来源上强调知识型而非实践型。文章认为职业意识和职业习惯的养成是饭店职业教育的灵魂。     

论我国经济型饭店发展的产业示范意义

本文讨论了我国经济型饭店发展的产业示范意义。对于民族饭店业而言，经济型饭店的示范意义在于以品牌为中心建立了产品形象、通过跨地域经营获得规模经济以及采用多模式扩张提高增长速度。对于整个中国饭店业而言，经济型饭店的示范意义在于通过产品差异化创新获得了很好的绩效。认识到这些意义，我们可以从更具有战略性的高度去看待今天中国经济型饭店的发展。     

高校旅游管理专业构建饭店管理实验教学体系的探讨

高等院校旅游管理专业开设的饭店管理实验是为了培养学生的动手能力和心智技能。本文通过分析当前高等院校饭店管理实验教学中存在的问题,从整合实验室资源配置和饭店管理实验教学模块化两个方面,讨论了高等院校构建饭店管理实验教学体系的条件和具体内容。     

论我国饭店集团发展过程中的几个误区--暨中国饭店集团演进的一个理论框架

本文首先简单回顾了我国饭店集团发展的历史进程，然后指出了在这一发展过程中，出现了忽视饭店集团个体特征、忽略了市场环境对饭店集团成长过程的制约和影响及过分强调资产纽带的重要性等三大误区，最后作者针对中国饭店集团化今后的发展、研究提出了一个概括性的理论框架。     

论中国饭店产业结构优化的宏观目标与路径选择

本文论述了在新的形势下中国饭店产业机构优化的宏观目标与路径的选择，根据目前饭店业的发展态势提议组建“中国旅游饭店(集团)总公司”，阐述了该集团公司的基本组建思路与运行方案，分析了在组建过程中可能遇到的主要障碍，并在此基础上提出了相应的对策建议。     

反垄断法视角中的饭店委托管理

饭店委托管理在我国饭店行业中已经屡见不鲜,从反垄断法角度审视饭店委托管理是一个崭新的视角.饭店委托管理是一种特许经营的经营模式,其价值目标与反垄断法恰恰相反,这就要求界定饭店委托管理在反垄断法方面合法与非法的界限.我国正在制定过程中的反垄断法应充分考虑特许经营和饭店委托管理这种特殊的经营模式,在特定市场认定、市场力量界定等相关问题上深入研究,制定出既符合我国国情,又符合各种产业特点,包括特许经营业和饭店委托管理特征的"经济宪法".     

Foreign direct investment in tourism,poverty alleviation,and sustainable development: a review of the Gambian hotel sector

Despite the growing importance of foreign direct investment (FDI) in tourism for developing countries and its perceived developmental importance, there are few empirical impact studies. This paper explores tourism FDI and poverty alleviation through both the literature and a detailed review in The Gambia of the relative contribution of foreign versus locally owned hotels to development and poverty alleviation. Data was collected via an in-depth questionnaire with senior hotel management and through key informant interviews with tourism officials and stakeholders. The study provides empirical evidence of the relative characteristics, performance, and benefits of foreign investments, suggesting that different forms of hotel ownership have complex advantages and disadvantages for poverty alleviation. FDI was concentrated in larger, upmarket hotels, which tended to employ more staff, pay higher wages, and provide more training. However, they had a lower proportion of women employees and employment was more likely seasonal. They have more high-skilled positions, potentially offer staff mobility, but have more expatriates in management roles. Local food purchases were similar across hotel ownership types, as were local philanthropic initiatives, although there were differences of approach. Some resident foreign owners were involved in successful best practice community-linked businesses, driven by social service and environmental ethics.     

Establishing attributes of an environmental management system for green hotel evaluation

This study establishes attributes of an environmental management system (EMS) for the hotel industry in Taiwan to create an instrument to help address green hotel auditing. Hotel EMS indicators were initially selected from ISO14000 and nine representative foreign green hotel assessment systems. The Delphi method conducted on twenty five experts with government officials, scholars and hotel managers for item modification to identify the preliminary EMS evaluation framework. An indicator selection process was employed to determine the dimensional indicators of the system. The data analysis reveals that a total of 64 indicators into ten dimensions were identified and prioritized in terms of their relative importance and feasibility. Moreover, 38 indicators are suitable for use and 18 of them should be implemented firstly in Taiwan hotel industry. The results also reveal the comparison with Taiwan government's environmental standards. Finally the EMS approach of this study provides managerial implications for government, hoteliers and consumers to improve their environmental management.     

国际酒店管理集团在我国发展策略研究

本文以相关数据为基础,探讨国际酒店管理集团在中国的发展策略与其管理酒店所在地区的区域经济、区域属性和环境资源等因素的关联关系,分析他们区域布局的规律和未来的发展趋势,以期对国内酒店集团的发展提供借鉴.     

Perceptions of management difficulty factors by expatriate hotel professionals in China

Successful overseas hotel operations depend on technically competent and culturally adaptable expatriate managers. This study reveals that expatriate hotel professionals from many different countries are now working in China. It examines and analyses the perceptions of six management difficulty factors by the expatriate hotel professionals. Staff attitude and lack of competence of the local managers are identified as the most difficult management factors, followed by language barriers, cultural differences and lack of local management support. Government policy change is perceived as the least difficult factor. The empirical findings of this study can be used by the Chinese tourism authority to improve the business environment for foreign investment and management; and by multinational hotel corporations to strengthen training programs in preparing expatriate managers for management assignments in China.     

Failure of play on asset disposals and share buybacks: Application of game theory in the international hotel market

The principal purpose of this study has been to investigate the impact of an asset disposal strategy, often coupled with share repurchase programs, by international hotel companies on financial performance, earnings stability and share values. Utilising ratio analysis, stock returns and risk-adjusted measures, the study analyses the differences in performance, stability and market valuations between asset light and more capital intensive hotel companies. The findings of the study indicate negligible differences in most accounting measures of earnings growth and stability between asset light hotel companies and traditional hotel companies with significant holdings of owned or leased property. Drawing on game theory, we conclude that international hotel companies dispose of their assets in an effort to manipulate financial markets and make their stocks more attractive to investors and traders. Notwithstanding the absence of significant differentiation in accounting measures of performance fundamentals, market based measures show that hotel groups failed in the aim of manipulating financial markets. This study recommends avoiding playing this game as dual asset light/share repurchase strategy generated superior risk-weighted returns to that of more capital intensive traditional hotel companies across the period of the study.     

Towards an economic analysis of trans-/multinational hotel companies

The hotel industry is by nature international. As international trade and international tourism expand it is more than likely that international ties will become even more important in the trade. The analysis below argues for a more detailed analysis of the nature of the corporate strategies adopted in the international sphere. This will enable more direct connections to be made between general developments at macro level and applications at operational and corporate levels. The paper starts by defining the current approach taken to analyse hotel multinational companies (MNCs) and then goes on to look at the role of economies of scale in the debate. It closes by suggesting a way forward in the analysis of this important part of the hotel industry.     

The relationship between hotel employees’ cross-cultural competency and team performance in multi-national hotel companies

In this study, the authors explored the benefits of understanding employee cross-cultural competency and strengthening team performance, which are essential for improving the organizational effectiveness of multi-national hotel companies as they expand globally. Data were collected from six multi-national hotel companies in Thailand. A total of 738 valid questionnaires were obtained and analyzed using structural equation modeling to test the proposed relationships, in which cross-cultural competency was developed as determinant of multi-cultural team performance. The results indicate that cross-cultural competency had a positive, direct effect on team performance. The authors provide significant cross-cultural theoretical and practical management advice for stakeholders in the hospitality industry. In addition, the authors establish the foundation for future studies into cross-cultural competency and multi-cultural team performance in the context of Thai multi-national hotels.     

Destination characteristics that drive hotel performance: A state-of-the-art global analysis

The increased market saturation and competition in both domestic and international tourism destinations have renewed interest among hotel operators in identifying the key drivers of hotel performance. This paper presents a comprehensive analysis of the determinants of hotel performance and their relative importance across multiple tourist destinations. We employ a two-step estimation method to identify key determinants of hotel performance, using a rich sample of international hotels. Our empirical analyses show that the main drivers of hotel performance are the quality of the educational system, government support, disposable income, and number of international arrivals within a tourism destination. Results indicate that the most important barriers to hotel performance are the competition among accommodation providers, tax rate and fuel price. We argue for the need for hotel providers to develop strategies that take cognisance of the key drivers and barriers to enhancing hotel performance in an ever-changing global tourism sector.