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Hospitality Management and Digital Transformation: Balancing Efficiency, Agility and Guest Experience in the Era of Disruption [Kietas viršelis]

(University of South Australia, Australia)
  • Formatas: Hardback, 242 pages, aukštis x plotis: 246x174 mm, weight: 453 g, 7 Tables, black and white; 42 Illustrations, black and white
  • Serija: Business and Digital Transformation
  • Išleidimo metai: 29-Dec-2020
  • Leidėjas: Routledge
  • ISBN-10: 0367343541
  • ISBN-13: 9780367343545
Kitos knygos pagal šią temą:
  • Formatas: Hardback, 242 pages, aukštis x plotis: 246x174 mm, weight: 453 g, 7 Tables, black and white; 42 Illustrations, black and white
  • Serija: Business and Digital Transformation
  • Išleidimo metai: 29-Dec-2020
  • Leidėjas: Routledge
  • ISBN-10: 0367343541
  • ISBN-13: 9780367343545
Kitos knygos pagal šią temą:

Hospitality managers are at a critical inflection point. Digital technology advancements

are ramping up guest expectations and introducing nontraditional competitors that are

beginning to disrupt the whole industry. The hospitality managers whose organizations

are to thrive need to get their organizations into a position where they can effectively

leverage digital technologies to simultaneously deliver breakthroughs in efficiency, agility,

and guest experience.

Hospitality Management and Digital Transformation

is a much-needed guidebook to

digital disruption and transformation for current and prospective hospitality and leisure

managers. The book:

• Explains digital technology advancements, how they cause disruption, and the

implications of this disruption for hospitality and leisure organizations.

• Explains the digital business and digital transformation imperative for hospitality and

leisure organizations.

• Discusses the different digital capabilities required to effectively compete as a digital

business.

• Discusses the new and/or enhanced roles hospitality and leisure managers need to

play in effecting the different digital capabilities, as well as the competencies required

to play these roles.

• Discusses how hospitality and leisure managers can keep up with digital technology

advancements.

• Unpacks more than 36 key digital technology advancements, discussing what they

are, how they work, and how they can be implemented across the hospitality and

leisure industry.

This book will be useful for advanced undergraduate and postgraduate students studying

strategic management, IT, information systems, or digital business–related courses as part

of degrees in hospitality and leisure management; as well as practitioners studying for

professional qualifications.

Recenzijos

"Over the last decade, hospitality has been subjected to major disruption from the travel supply chain to the rise of online bookings services. Covid-19 has now brought the digital transformation imperative into sharper focus, forcing hospitality managers to critically reflect on the future of the industry. The authors of this book explain, in plain language, the digital technologies, digital capabilities, and managerial digital competencies required to respond to this imperative. As such, the book provides current and future hospitality managers with a toolkit to effectively play their roles in strategic digital transformation initiatives."

Professor Barry O'Mahony, Chief Academic Officer, École hōteličre de Lausanne Hospitality Management School, Switzerland

"As a general manager in the industry, I like the specific identification of required managerial technology competencies and the simple explanations of how each digital technology actually works"

Justin Kim, General Manager, The Merchant House, luxury hotel in Manama, Bahrain

"From a food and beverage perspective, the digital technologies discussed in this book present considerable opportunities for collating, integrating and using data to identify, understand, predict, and manage food safety risks - as well as public health risks within hospitality settings, as Covid 19 has demonstrated. The understanding of these digital technologies the authors build and the industry implications and use cases they discuss, position managers who understand their power to minimise food safety and public health risks in hospitality products and settings"

Rhett Bertram, Food Safety Inspector, Yarra Ranges Council, Australia

"I was impressed by the breadth and depth of the topics included in the book, I found the discussions about omnichannel experience management, big data (analysis and management), artificial intelligence, and virtual / mixed / augmented reality applications very interesting. One of the great things about the book is that it provides just the right amount of detail to impart meaning and stops before overwhelming the reader. However for a technically minded person like me, the footnotes provided an avenue for more in-depth reading. And, although written for the hospitality industry, the concepts are widely applicable. Also, I really liked the "Discussion Questions", "Google and Reflect", and "Example Tools and Vendors" sections included at the end of chapters to check understanding and stimulate ongoing reflection."

Julio Rivas, Certified Project Manager and Scrum Master, Baufest technology solutions, USA / Argentina / Chile / Spain

List of figures
xvii
List of tables
xix
PART I Digital technology advancements, digital disruption, and digital business transformation
1(40)
1 Introduction and need for this book
3(6)
Introduction
3(1)
Need for this book
4(1)
Research for this book
5(1)
How to use this book
5(1)
Managers
6(1)
Instructors
7(1)
Students
7(1)
Researchers
7(2)
2 IT, information systems, strategic information systems, and digital technologies
9(9)
Introduction
9(1)
Information systems
9(1)
Components of an information system
9(2)
Roles of information systems
11(1)
Types of information systems
12(1)
Information technology and information communications technology (ICT)
13(1)
Strategic information systems and digital technologies
14(1)
Strategic information systems
14(1)
Digital technologies
14(1)
Implications for hospitality and leisure managers
15(1)
Google and reflect
16(1)
Discussion questions
16(2)
3 Digital technology advancements and digital disruption: game-changing opportunities and existential threats
18(11)
Introduction
18(1)
Digital technology advancements and digital disruption
18(1)
Digital technology advancements
18(1)
Digital technology advancements as a source of digital disruption
19(1)
Unpacking digital disruption
20(1)
Disruption of customer expectations and behaviors
20(1)
Disruption of the competitor field and bases of competition
20(1)
Disruption of data availability
21(1)
Existential threats and game-changing opportunities
22(1)
Existential threats
22(1)
Game-changing opportunities
23(2)
Implications for hospitality and leisure managers
25(1)
Google and reflect
25(1)
Discussion questions
25(4)
4 Digital business, the digital business imperative, and digital business transformation
29(12)
Introduction
29(1)
Digital business
29(1)
Pinning down a slippery term
29(1)
Digital business as a future state
30(1)
Digital business as a change journey or change process
31(1)
Benefits of being a digital business
31(2)
The digital business imperative
33(1)
Digital business transformation
34(1)
Defining digital business transformation
34(1)
Digital business transformation is not just about digital technologies
34(1)
Challenges and risks of digital business transformation
35(1)
Implications for hospitality managers
36(1)
Google and reflect
37(1)
Discussion questions
37(4)
PART II Digital disruption and digital transformation in the hospitality and leisure industry
41(24)
5 Digital disruption and digital transformation in the hospitality and leisure industry
43(8)
Introduction
43(1)
Digital disruption in the hospitality and leisure industry
43(1)
Disruption of guest expectations and behaviors
43(1)
Disruption of the competitive landscape and bases of competition
44(2)
Disruption of data availability
46(1)
Digital transformation in the hospitality and leisure industry
47(1)
Adapting to disruption
47(1)
Digital transformation efforts to date and their impact
48(1)
Implications for hospitality and leisure managers
48(1)
Google and reflect
48(1)
Discussion questions
48(3)
6 Impact of digital disruption and digital transformation on hospitality and leisure managers
51(14)
Introduction
51(1)
Evolution of management functions, roles, and competencies
51(1)
Resilience of Fayol's management functions
51(2)
Mintzberg's ten managerial roles
53(1)
Role of managerial competencies in fulfilling managerial functions and roles
54(1)
Industry-specific management functions, roles, and competencies
55(1)
The need for industry-specific managerial roles and functions
55(1)
Resilience of Sandwith's competency domain model in the hospitality and leisure industry
55(2)
Impact of digital disruption and digital transformation on management functions, roles, and competencies
57(1)
New or enhanced digital capabilities require new or enhanced managerial roles and competencies
57(1)
How new or enhanced managerial functions, roles, and competencies fit with traditional managerial functions, roles, and competencies
57(1)
Implications for current and future hospitality and leisure managers
58(1)
Google and reflect
59(1)
Discussion questions
59(6)
PART III Leveraging digital technologies to thrive in the digital era: roles of hospitality and leisure managers
65(52)
7 Role of hospitality and leisure managers in digital business transformation strategy, digital business strategy, digital innovation, digital learning, adaptability, and agility
67(13)
Introduction
67(1)
Required managerial roles and competencies for digital business strategy and digital transformation strategy
67(1)
Unpacking digital business strategy
67(2)
Role of digital transformation strategy in digital business strategy
69(1)
New or enhanced managerial roles and competencies required for digital business strategy and digital transformation strategy
69(1)
Required managerial roles and competencies for digital innovation
70(1)
Unpacking digital innovation
70(2)
New or enhanced managerial roles and competencies required for digital innovation
72(1)
Required managerial roles and competencies for digital learning
72(1)
Unpacking digital learning
72(2)
New or enhanced managerial roles and competencies required for digital learning
74(1)
Required managerial roles and competencies for adaptability, agility, and ambidexterity
75(1)
Unpacking adaptability, agility, and ambidexterity
75(1)
New or enhanced managerial roles and competencies
76(1)
Google and reflect
76(1)
Discussion questions
76(4)
8 Role of hospitality and leisure managers in digital customer engagement, digital stakeholder engagement, and digital customer experience
80(8)
Introduction
80(1)
Required managerial roles and competencies for digital customer engagement and digital stakeholder engagement
80(1)
Unpacking digital customer engagement
80(2)
Unpacking digital stakeholder engagement
82(1)
New or enhanced managerial roles and competencies required for digital customer engagement and digital stakeholder engagement
83(1)
Required managerial roles and competencies for digital customer experience
84(1)
Unpacking digital customer experience
84(1)
New or enhanced managerial roles and competencies required for digital customer experience
85(1)
Google and reflect
86(1)
Discussion questions
86(2)
9 Role of hospitality and leisure managers in enterprise architecture, technology sourcing, data analytics, and data management
88(10)
Introduction
88(1)
Required managerial roles and competencies for enterprise architecture management and technology sourcing
88(1)
Unpacking enterprise architecture
88(1)
Enterprise architecture management
89(2)
New or enhanced managerial roles and competencies required for effective enterprise architecture management
91(2)
Required managerial roles and competencies for technology sourcing
93(1)
Unpacking technology sourcing
93(1)
New or enhanced managerial roles and competencies required for technology sourcing
93(1)
Required managerial roles and competencies for data management, data science, and data analytics
94(1)
Unpacking data management
94(1)
Unpacking data analytics and data science
94(1)
New or enhanced managerial roles and competencies required for data management, data analytics, and data science
95(1)
Google and reflect
95(1)
Discussion questions
96(2)
10 Role of hospitality and leisure managers in cybersecurity, information privacy, and digital ethics
98(9)
Introduction
98(1)
Required managerial roles and competencies for cybersecurity
98(1)
Unpacking cybersecurity
98(3)
Cybersecurity capability and cybersecurity management
101(1)
New or enhanced roles and competencies for cybersecurity management
102(1)
Required managerial roles and competencies for information privacy and other digital ethics issues
102(1)
Unpacking information privacy
102(1)
Digital ethics and digital ethics issues
103(1)
New or enhanced managerial roles and competencies for information privacy and digital ethics
103(1)
Google and reflect
104(1)
Discussion questions
104(3)
11 Role of hospitality and leisure managers in digital leadership, accelerated change and transformation, digital risk management, and digital governance
107(10)
Introduction
107(1)
Required managerial roles and competencies for digital leadership
107(1)
Digital leadership vs. traditional leadership
107(1)
The new or adapted leadership roles of digital leadership
108(2)
New or enhanced managerial competencies required for digital leadership
110(1)
Required managerial roles and competencies for accelerated change and transformation
111(1)
Required managerial roles and competencies for digital risk management and governance
111(1)
Digital risk management and governance vs. traditional risk management and governance
111(1)
Nature of digital risk and the new risk landscape
111(2)
Role of digital technologies in digital risk management and governance
113(1)
New or enhanced managerial competencies required for digital risk management and digital governance
113(1)
Google and reflect
113(1)
Discussion questions
114(3)
PART IV Keeping up with digital technology advancements
117(16)
12 Keeping up with digital technology advancements
119(14)
Introduction
119(1)
Importance and challenge of keeping up with digital technologies
119(1)
Common strategies and practices for keeping up with digital technologies
120(1)
Strategies and practices from the research on technological knowledge renewal effectiveness
120(1)
Perceived need for digital technology competencies, appreciation of the technology learning challenge, and tolerance for ambiguity
120(1)
Learning from external experts and learning from internal experts
121(1)
Strategies and practices from practitioners
122(1)
Have an evolving plan for managing information overload
122(1)
Continuously upgrade your learning efficiently
122(1)
Choose the right learning platforms
123(1)
Embrace omnichannel learning
124(1)
Build and leverage thought leaders on social networks
124(2)
Configure your search engines, social media, and email subscriptions
126(1)
Have an effective and sustainable personal information management strategy
126(1)
Participate in hackathons and accelerators
127(1)
Volunteer for a startup
128(1)
Implications for hospitality and leisure managers
129(1)
Google and reflect
129(1)
Discussion questions
129(4)
PART V Digital technologies deep dive
133(103)
13 Data, data management, data analytics, and data science technologies
135(16)
Introduction
135(1)
Data
136(1)
Data as the new oil
136(1)
Types of data
137(1)
Data risks and other issues
138(1)
Big data
139(1)
Data management
140(1)
Business intelligence and business analytics
141(1)
Data analytics and data science
141(1)
Data visualization
142(1)
Implications for hospitality and leisure managers
143(2)
Google and reflect
145(1)
Example tools and vendors
145(1)
Discussion questions
146(5)
14 Internet of things (IoT) technologies
151(14)
Introduction
151(1)
Internet of things (IoT) and internet of everything (IoE)
152(1)
Internet of things
152(1)
Internet of everything (IoE)
153(1)
Connected vs. smart vs. autonomous
154(1)
IoT edge
154(1)
Industrial internet of things (IIoT)
155(1)
Cyber-physical systems, the Fourth Industrial Revolution, and Industry 4.0
156(2)
Smart buildings, smart workspaces, and smart homes
158(1)
Smart buildings
158(1)
Smart workplaces
158(1)
Smart homes
159(1)
Smart infrastructure, smart cities, and smart government
159(1)
Smart infrastructure
159(1)
Smart cities
160(1)
Smart government
160(1)
Risks and other issues
161(1)
Google and reflect
162(1)
Example tools and vendors
162(1)
Discussion questions
162(3)
15 Artificial intelligence (AI) technologies
165(10)
Introduction
165(1)
Artificial intelligence (AI) and machine learning (ML)
166(1)
Artificial intelligence
166(1)
General AI vs. narrow AI
167(1)
Bots
168(1)
Machine learning
168(1)
Knowledge graphs, neural networks, and deep learning
168(1)
Knowledge graphs
168(1)
Neural networks and deep learning
169(1)
Natural language processing, speech recognition, and computer vision
170(1)
Natural language processing and speech recognition
170(1)
Computer vision
171(1)
Expert systems
171(1)
Common AI issues and risks
172(1)
Implications for hospitality and leisure managers
172(1)
Google and reflect
172(1)
Example tools and vendors
173(1)
Discussion questions
173(2)
16 Video analytics, computer vision, and virtual reality technologies
175(12)
Introduction
175(1)
Video content analytics and computer vision
175(1)
What is video analytics or video content analytics (VCA)?
175(1)
How video content analytics works
176(2)
Relationship between VCA and computer vision
178(1)
Business value of VCA and computer vision
178(1)
Hospitality industry use cases of VCA and computer vision
178(1)
Virtual reality, augmented reality, and mixed reality
179(1)
Virtual reality (VR)
179(1)
Augmented reality (AR)
179(1)
Mixed reality (MR)
180(1)
Business value of VR, AR, and MR
181(1)
Hospitality and leisure industry use cases of VR, AR, and MR
182(1)
Google and reflect
183(1)
Example tools and vendors
183(1)
Discussion questions
183(4)
17 Robotics, drones, and 3D/4D printing technologies
187(21)
Introduction
187(1)
Robots and robotics
187(1)
Building blocks of robots
188(1)
How robots work
188(1)
Types of robots
189(1)
Business value and use cases of robotics
189(2)
Robotics use cases in the hospitality and leisure industry
191(1)
Drones
191(1)
What is a drone?
191(1)
Building blocks and functioning of drones
192(2)
Business value and use cases of drones
194(1)
Drone use cases in the hospitality and leisure industry
195(1)
3D and 4D printing
195(1)
What are 3D and 4D printing?
195(1)
Building blocks and functioning of 3D and 4D printing
196(1)
Types of 3D printers
197(1)
3D and 4D printing business value and use cases
198(1)
Hospitality and leisure industry use cases of 3D and 4D printing
199(1)
3D and 4D printing issues and risks
199(1)
Google and reflect
200(1)
Example tools and vendors
200(1)
Discussion questions
201(7)
18 Network and connectivity technologies
208(14)
Introduction
208(1)
6G, 5G, 4G, LTE, and other cellular networks
208(1)
Cellular networks and how they work
208(1)
4G, LTE, and other cellular networks
209(1)
5G and 6G cellular networks
210(1)
GPS III or GPS block III and low Earth orbit (LEO) satellites
211(1)
GPS and GPS III and other global navigation satellite systems (GNSS)
211(1)
Low Earth orbit (LEO) satellites
211(1)
NBIoT, LTE Cat-Mi, LoRaWAN, and other low-power wide-area network (LPWAN) technologies
212(1)
NBIoT
213(1)
LTE-M
214(1)
LoRa/LoRaWAN
214(1)
Other LPWAN technologies
214(1)
NFC, Smart Bluetooth, iBeacon, and other communication protocols
214(1)
What is NFC and how does it work?
214(2)
What are Bluetooth 5.0 and Bluetooth Low Energy (BLE), and how do they work?
216(1)
What is beacon technology and how does it work?
217(1)
Google and reflect
217(1)
Example tools and vendors
218(1)
Discussion questions
218(4)
19 Blockchain and other distributed ledger technologies
222(14)
Introduction
222(1)
Distributed ledger technology (DLT)
222(1)
Blockchain
223(1)
What it is and how it works
223(2)
Other blockchain terminology
225(1)
Append-only data structure
225(1)
Permissionless vs. permissioned blockchain
225(1)
Mining vs. miners
225(1)
Proof of work
225(1)
Public key vs. private key
226(1)
Genesis block
226(1)
Smart contract
226(1)
Types of blockchain
226(1)
Public blockchains
226(1)
Private blockchains
227(1)
Consortium or federated blockchains
227(1)
Hybrid blockchains
227(1)
Blockchain applications and use cases
227(1)
Cryptocurrency
228(1)
Smart contracts
229(1)
Banking
229(1)
Data storage
229(1)
Other applications
230(1)
Blockchain use cases in the hospitality industry
230(1)
Blockchain issues and risks
231(1)
Google and reflect
231(1)
Example tools and vendors
232(1)
Discussion questions
232(4)
Index 236
Richard Busulwa researches and teaches in the Business School at Swinburne University of Technology, home to Australias first fully immersed Industry 4.0 facility. His digital business research explores different digital technology advancements, how they drive disruption, and their implications for particular industries, business functions, and professions. He is the author of Strategy Execution and Complexity: Thriving in the Era of Disruption (Routledge) and Start-Up Accelerators: A Field Guide (Wiley). Before entering academia, Richard worked as managing director, COO, CFO, divisional manager, and sales executive in the hospitality, IT, telecommunications, and healthcare industries. He is co-founder of Leapin Digital Keys, the worlds first NBIoT smart lock platform.

Nina Evans is Associate Professor of STEM at the University of South Australia. She also holds a professorial lead position in the STEM academic unit. Nina has had a long career in ICT and STEM education leadership that has included time as vice dean, associate head of teaching and learning, and industry liaison manager. Nina started her career as a chemical engineer and completed undergraduate and postgraduate studies in computer science/IT, education, an MBA and a PhD. Her research and teaching interests are in digital innovation, ICT leadership, information/knowledge management and governance.

Aaron Oh is a professional hotelier, general manager, and hospitality management educator. He has more than 12 years experience in operations management and property development of independent and boutique hotels such as the five-star Mayfair Hotel, The Point Brisbane Hotel, and Adabco Boutique Hotel. Aaron teaches hospitality property development, hospitality information systems management, and strategic management at the International College of Hotel Management, the only affiliate school of the Swiss Hotel Association in the Asia Pacific region.

Moon Kang is a hospitality management educator with nearly two decades of experience as a frontline manager, middle manager, senior manager and strategic leader within the hotel industry in the Asia Pacific. This includes stints as food and beverage director with the Shangri-la (Sydney), food and beverage director with the Grand Intercontinental COEX and Grand Intercontinental (Seoul), executive assistant manager with the Sheraton Maldives, and frontline manager and middle manager with Westin Hotels and Resorts. Moon teaches guest experience creation and delivery and food and beverage management at the International College of Hotel Management.