留学生国际旅游管理assignment
1. MODULE ASSESSMENT
The module assessment is as outlined in the module description at the beginning of this handbook.
Students are required to complete two pieces of work, each worth 50% of their final mark:
1. Individual Poster and Accompanying Report (1000 word report)
2. MODULE ASSIGNMENTS AND DEADLINES:
代写Assignment 1: Poster and Report
You are required to produce poster based on one of scenarios below for presentation to the student group and an A4 copy of your poster, with an accompanying 1000 word report to hand in. Deadline: 1500 on
Assessment Criteria
Your poster will be assessed in terms of its fitness for purpose and its visual impact. You must also demonstrate a clear understanding of the ethos behind the brief.
The accompanying report will demonstrate your understanding of the ‘theory behind the pictures’. You will link it back to texts and journals you have studied and you will give examples and cite recent research where appropriate. In all the briefs below you have been asked to make an evaluation of some kind. In this report you have the opportunity to explain your evaluation more fully and also to evaluate the impact you think your poster will have on its intended audience.
Questions:
The following briefs are fictional briefs that are typical of the real world
1. You have been asked to produce a poster that will be displayed at a gathering of policy makers from Southwest tourism. The poster should explain why firms and governments are increasingly interested in learning to exploit the value of lead user innovations for commercial tourism development? The policy makers have expressed an interest in learning about examples from international contexts.
BEM2017 International Tourism Management
By the end of this session you should be able to:
Provide some basic definitions of innovation.
Understand how innovation is theorised and applied to tourism enterprises.
To appreciate the difficulties of innovating in tourism enterprises and measuring innovation in tourism enterprises.
7.1 Basic Definitions
7.2 Innovation Diffusion
7.3 Measuring Innovation
7.4 Innovation Mechanisms
7.5 Factors in Tourism Innovation
Schumpeter (1939)
Inventions
– scientific or technological breakthroughs
Innovations
further development of inventions
adaptations of inventions
applications of inventions
Innovations can be new to the market or new to the enterprise.
Drivers of innovation:
Push Factors
http://www.dxlws.com/liuxueshengzuoye/New technologies that offer production efficiencies or more attractive offerings to consumers.
Pull Factors
Demand or pressure from consumers
Push and Pull Factors operate at the same time
V-JAM Event with NESTA
Experts attend a forum to help Virgin Atlantic to learn from their customers and innovate new offerings.
V-Flyer (Customer Led Virgin Community)
V-Traveller (Virgin Controlled Community for Customers)
V-JAM (Virgin Controlled Social Network Site)
Virgin has learnt through V-JAM that customers aren’t interested in innovation, they just want existing services to be run well, i.e. the importance of regular innovation.
After Rogers (1995)
Pioneers
Early Adopters
Early Majority
Late Majority
Laggards
Can apply to individuals or to organisations
Traditional Measures:
Patents
Service innovations are often unprotectable
Tourism industry has few patents
R&D spend
Tourism service innovations often low value
R&D not a part of tourism TNCs or SMTEs, which buy in innovative services incorporated in technology or skilled labour
Tourism enterprises comprise intersectoral heterogeneous relationships, therefore it is important to study innovation in different sectors. Much innovation in tourism enterprises is hidden in the supply chain or in the personalisation of the service.
Tourism experiences…
There is more to the tourism product than what the tourist buys.
Tourism is an experience intensive product
Hjalagar (2002) 5 types of innovation provide a stage for experiences
Does an innovation have to be reproducible? How can tourism enterprises guarantee experiences are repeatable? How do you measure experience?
Shaw and Williams (2008)
Tacit Knowledge (know how)
Codified Knowledge (know that)
Argote and Ingram (2000)
Members, Tools and Tasks + combinations of these…
Knowledge Management and Competitive Advantage
Knowledge as the foundation of value creation
Knowledge transfer…
Foreign Direct Investment
International Business Theory suggests that TNCs have an advantage compared to firms operating in just one country.
Knowledge in host country exported out. Favours cookie cutter firms.
May have advantages in absorbing knowledge due to organisational diversity.
Franchise Models
Knowledge transfer…
Interlocking directorships (i.e. a person affiliated with one organisation sits on the board of another organisation).
A mechanism of control
A mechanism of communication
Boundary spanners
Transfer tacit knowledge across organisations
Knowledge Transfer…
Learning regions…
Proximity is essential for:
Building trust
Transferring tacit knowledge
Collective learning
Untraded interdependencies
Are destinations learning regions?
Communities of Practice…
代写assignment Promote knowledge of innovations
For example, trade shows, trade journals, web forums, blogs, conferences etc…
Dominated by family micro and small enterprises.
May not benefit from R&D
May benefit from franchising and other formal links to innovative enterprises.
Can free ride on the investments of larger businesses
Tourism innovation is visible and open
Lead innovators have to constantly innovate to maintain leader advantages due to copy-cats.
Collaboration is rare in a competitive market
Collaboration is achieved by intermediaries, but benefits are weaker than direct collaboration.
Brain drain…
Many workers do not seek a career in tourism and it is hard to retain skilled workers in a low paid sector.
Argote, L. and Ingham, P. (2000) Knowledge Transfer: a basis for competitive advantage in firms, Organizational Behaviour and Human Decision Processes 82, 150-169
Butler, R.W. (Eds.) (2008) The Tourism Area Life Cycle Model: Volume 1 (Channel View Publications, Clevedon)
Hall, M.C. (2005) Tourism: Rethinking the Social Science of Mobility (Prentice Hall)
Hjalagar, A.-M. (2002) ‘Repairing innovation defectiveness in tourism’ Tourism Management 23, 465-474
Rogers, E.M. (1995) The Diffusion of Innovations (4th Ed), (New York)
Schumpeter, J.A. (1939) Business Cycles a Theoretical, Historical, and Statistical Analysis of the Capitalist Process (London)
Sahadev, S and Islam, N. (2005) ‘Why hotels adopt ICTs: a study on the ICT adoption propensity of hotels in Thailand’ International Journal of Contemporary Hospitality Management 17(5) 391-401
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