356 Pages 10 Color Illustrations
    by Routledge

    356 Pages 10 Color Illustrations
    by Routledge

    Strategic Management for Hospitality and Tourism is an essential text for both intermediate and advanced learners aspiring to build their knowledge related to the theories and perspectives on the topic. The book provides critical and analytical insights on contemporary theoretical models and management practices while enhancing the learning process through worked examples and cases applied to the hospitality and tourism setting. This new edition highlights the rapidly changing socio-economic and political global landscape and addresses the cultural and socio-economic complexities of hospitality and tourism organizations in the new era.  It has been fully updated to include:

    • A new chapter on finance, business ethics, corporate social responsibility, and leadership as well as new content on globalisation, experience economy, crisis management, consumer power, developing service quality, innovation and implementation of principles.
    • New features to aid understanding of the application of theory, and spur critical thinking and decision making.
    • New international case studies with reflective questions throughout the book from both SME’s and large-scale businesses.
    • Updated online resources including PowerPoint presentations, additional case studies and exercises, and web links to aid both teaching and learning.

    Highly illustrated and in full colour design, this book is essential reading for all future hospitality and tourism managers.

    Part 1: Introduction to Strategy

    1. Introduction to Strategic Management
    2. Introduction

      Fundamentals of Strategic Orientation

      Historical Origins of Strategy and Strategic Management

      Schools of Thought on Strategic Management

      Strategic Management and the "Experience Economy"

      Overall Aims of Strategic Management: Creating a Competitive Advantage

      The Book's Approach and Structure


      Study Questions

    3. Strategic Management in Hospitality and Tourism
    4. Introduction

      Defining Hospitality and Tourism

      Types of Hospitality and Tourism Organizations

      Characteristics of Hospitality and Tourism Organizations

      The Impact of these Unique Characteristics on Managing Hospitality and Tourism Organizations

      The Case for Strategic Management in Hospitality and Tourism Organizations

      Applying Strategic Management in the Hospitality and Tourism Context

      Strategy Research in Hospitality and Tourism


      Study Questions

    5. Business Ethics and Social Responsibility
    6. Introduction

      Business Ethics in Strategic Management

      Business Ethics and their Impacts on the Hospitality and Tourism Industry

      Reasons for Unethical Behavior

      Improving Ethical Behaviors and Decision-Making

      Social Responsibility

      Implementations of CSR

      CSR Reporting


      Study Questions

      Part 2: Strategy Context

    7. The Hospitality and Tourism Industry Context
    8. Introduction

      Characterizing the External Environment

      Strategic Fit and Strategic Intent

      Environment Characteristics

      Environment Dimensions

      Environment Types

      Understanding the Macro Environment

      The Sustainable Hospitality and Tourism Business

      The Task Environment and Influence of Industry Structure

      The Five Forces Model

      The Dynamics of Competition and Strategic Groups

      Environmental Scanning and the H&T Firm

      The External Environment in the International Perspective


      Study Questions

    9. The Organizational Context
    10. Introduction

      Identifying Different Stakeholders

      Organisational Functions

      Influence of Organizational Structure

      Influence of Organizational Culture

      The Organizational Context in the International Perspective


      Study Questions

    11. Financial Analysis of a Hospitality and Tourism Organization
    12. Introduction

      Internal analysis

      Financial analysis and financial statements

      Financial ratios


      Study questions

      Part 3: Strategy Content

    13. Business-Level Strategies
    14. Introduction

      The Parameters of Competitive Strategy

      What is the Basis of a Good Strategy?

      Positioning and Generic Strategies

      The Industry Lifecycle and Competitive Dynamics

      Resources, Capabilities, and Competencies

      Causal Ambiguity, Inimitability, and Sustainable Competitive Advantage

      Business-Level Strategy in the International Perspective


      Study Questions

    15. Corporate-Level Strategies
    16. Introduction

      Corporate Strategy

      Corporate Strategy and Adding Value

      Creating and Sustaining the Multi-Business Advantage

      Corporate-Level Strategy in the International Perspective


      Study Questions

    17. Network-level Strategies
    18. Introduction

      Strategic Alliances


      Management Contracts

      Joint Ventures

      Wholly Owned Subsidiaries

      Strategic Alliance Formation in the International Context


      Study Questions

      Case Study: International Expansion in Asia Pacific Region

      Part 4: The Strategy Process

    19. Strategy Formation
    20. Introduction

      Strategy Formation

      Schools of Thought in the Strategic Management Field

      The Planning Approach

      The Learning or Emergent Approach

      The Contingency Approach

      The Configurational Approach

      The Complexity Approach

      Evaluating the Five Approaches

      Strategy Formation in the International Context


      Study Questions

    21. Strategy Implementation and Change
    22. Introduction

      Previous Implementation Frameworks

      Proposing a Strategy Implementation Framework

      Barriers and Resistance to Strategy Implementation

      Strategy Implementation and Change in the International Context


      Study Questions

    23. Leadership in Hospitality and Tourism
    24. Introduction

      Defining Manager and Leader

      Leadership styles

      Leadership development

      Leadership in an international context

      Success Factors in Global Leadership

      Cultural intelligence


      Study questions

      Part 5: Synthesis

    25. Conclusions: Relating Content, Context, and Process


    The Challenge of Strategic Management in the H&T Context

    The Dynamics of Content, Context, Process, and Outcome

    Sustaining Competitiveness

    Managing Change and Creating Learning Organizations

    Strategic Management in an International Context

    Part 6: Case Studies

    Case Study 1: Ocean Park Hong Kong


    Ocean Park Hong Kong Background

    Tourism in Hong Kong

    Analyzing the General Environment in Hong Kong

    Competitors and Target Market

    Discussion Questions

    Case Study 2: SeaWorld Parks and Entertainment:

    From Social Crisis to Reimagined Success


    About SeaWorld

    Challenges faced by SeaWorld

    Turnaround Efforts by SeaWorld

    Looking Forward

    Discussion Questions

    Case Study 3: Din Tai Fung Restaurant Chain’s Recipe for Success:

    Challenges and Opportunities Ahead



    Business Strategy

    Challenges in the U.S. and Other Markets

    Global Competitors

    Looking Forward

    Discussion Questions

    Case Study 4: Six Flags: A Familiar Brand Takes on a New Generation


    The Amusement Park Industry

    Six Flags

    Six Flags’ Strategic Direction from 2004-2009

    Six Flags’ Strategic Direction after 2010

    Discussion questions

    Case Study 5: Marriott Acquiring Starwood: Challenges and Opportunities Ahead


    History of Marriott International

    History of Starwood Hotels and Resorts Worldwide, LLC



    Corporate Culture

    Loyalty Program Consolidation

    Security Breach

    Looking Forward

    Discussion questions

    Case Study 6: Mr. Harris Rosen’s Views on Entrepreneurship, Leadership and Corporate Social Responsibility: Insights and Implications for Hospitality and Tourism Education


    Harris Rosen on entrepreneurship

    Harris Rosen on his hotel business

    Harris Rosen on management philosophy and style

    Harris Rosen on leadership

    Harris Rosen on education

    Harris Rosen on industry-oriented skills

    Harris Rosen on philanthropy ("responsible capitalism")

    Appendix A: Background of Harris Rosen, President and CEO of Rosen Hotels and Resorts

    Appendix B: Rosen Hotels and Resorts Portfolio

    Appendix C: Rosen Hotels & Resorts Employee Programs

    Appendix D: Mr. Rosen’s Philanthropic Activities

    Appendix E: Mr. Rosen’s Awards and Recognition

    Appendix F: Harris Rosen’s recognitions and philanthropic activities 2009–2019


    Case Study 7: What You Can Learn from Service that Makes You Smile

    Purpose Attracts Talent

    And Talent Needs to be Nurtured, On Purpose

    A Shared Purpose

    Discussion questions


    Fevzi Okumus is the CFHLA Preeminent Chair Professor within the Hospitality Services Department at the University of Central Florida’s Rosen College of Hospitality Management.

    Levent Altinay is Professor of Strategy and Entrepreneurship at Oxford Brookes Business School and the Editor-in-Chief of the Service Industries Journal.

    Prakash Chathoth is a Professor at the Department of Marketing and Information Systems, School of Business Administration, American University of Sharjah, United Arab Emirates.

    Mehmet Ali Koseoglu is an Assistant Professor of Hospitality Management at the Hong Kong Polytechnic University.

    ‘The pedagogical approach and international context of this edition should be THE strategic management textbook to adopt to facilitate student learning and equip them with the much needed global exposure’.

    Cathy Hsu, Chair Professor, Hong Kong Polytechnic University, Hong Kong

    ‘The leading strategic management text book in our field that can greatly help our hospitality and tourism students, managers and executives. All key and essential theories and concepts are explained nicely along with interesting case studies’.  

    Marianna Sigala, Professor, University of South Australia

    ‘This second edition of Strategic Management for Hospitality and Tourism provides the latest in strategic thinking and contemporary theoretical models and management practices. It addresses a range of cutting-edge issues including globalisation, experience economy, crisis management, consumer power, developing service quality, innovation and implementation of principles. A must read for both academics and students around the world.’

    John Bowen, Professor, University of Houston, USA

    ‘This comprehensively revised 2nd edition of the definitive hospitality and tourism strategy text provides students and professors with valuable enhancements that explain complex strategic theories, concepts and applications in plain and clear language. The eminent team of authors enlivens this challenging subject by incorporating relevant and engaging contemporary examples.’

    Dimitrios Buhalis, Professor and Head of Department of Tourism and Hospitality, Bournemouth University, UK

    ‘Strategic Management for Hospitality and Tourism has become the text for those teaching strategic management in hospitality and/or tourism programs. It includes a strong grounding in the principles of strategic management and illustrates how these are applied to hospitality and tourism organizations. The cases included in the text bring the application to life for the students and allow them to practice analytical techniques discussed.’

    Brian King, Professor and Associate Dean, Hong Kong Polytechnic University, Hong Kong