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