MTU Library Catalogue

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Hospitality strategic management / Jeffrey S. Harrison and Cathy A. Enz.

By: Harrison, Jeffrey S, 1957-.
Contributor(s): Enz, Cathy A, 1956-.
Material type: materialTypeLabelBookPublisher: Hoboken, N.J. : John Wiley & Sons, Inc., c2005Description: xv, 544 p. ; 24 cm. + hbk.ISBN: 0471478539 .Subject(s): Strategic planning | Hospitality industry -- ManagementDDC classification: 647.940684
Contents:
Strategic management -- The environment and external stakeholders -- Organizational resources and competitive advantage -- Strategic direction -- Strategy formulation at the business-unit level -- Corporate-level strategy and restructuring -- Strategy implementation through interorganizational relationships and management of functional resources -- Strategy implementation through organizational design and control -- Strategies for entrepreneurship and innovation -- Global strategic management and the future -- Cases.
Holdings
Item type Current library Call number Copy number Status Barcode
General lending MTU Bishopstown Library Lending 647.940684 (Browse shelf(Opens below)) 1 Available 00079583
General lending MTU Bishopstown Library Lending 647.940684 (Browse shelf(Opens below)) 1 Available 00079582
Total holds: 0

Enhanced descriptions from Syndetics:

Useful and comprehensive executive-level coverage of strategic management

Hospitality Strategic Management: Concepts and Cases offers a complete, comprehensive, and managerially useful treatment of strategic management in the hospitality industry. This up-to-date resource provides the most relevant models, theories, and hospitality practices for those interested in managing effectively in today's competitive international hospitality industry.

Hospitality Strategic Management provides a realistic, balanced, and current view of the field by considering the practical aspects of the strategic manager's role, including the acquisition, development, and management of internal resources (such as people, knowledge, financial capital, and physical assets) and relationships with external stakeholders (such as guests, suppliers, owners, franchisors, venture partners, and governmental agencies).

Throughout the book, examples and best practices of leading hospitality organizations are used to illustrate ideas and concepts.

Hospitality Strategic Management :

Integrates global strategic management theory throughout the text Addresses strategic thinking as an essential, creative aspect of the strategy process Covers aspects of starting a business, including what a business plan contains, franchising, and entrepreneurship within existing organizations Pulls the implementation process together with a careful treatment of organizational design and control Reflecting the dynamic environment found in the real world, Hospitality Strategic Management explains principles and theories with extensive use of examples from various segments of the industry, including lodging, gaming, cruise lines, airlines, and food service.

Complete with free access to case examples online from the Center for Hospitality Research at Cornell University, Hospitality Strategic Management is an invaluable learning tool for industry executives and managers in executive-level training courses and for students.

Includes index.

Strategic management -- The environment and external stakeholders -- Organizational resources and competitive advantage -- Strategic direction -- Strategy formulation at the business-unit level -- Corporate-level strategy and restructuring -- Strategy implementation through interorganizational relationships and management of functional resources -- Strategy implementation through organizational design and control -- Strategies for entrepreneurship and innovation -- Global strategic management and the future -- Cases.

Table of contents provided by Syndetics

  • Preface
  • About the Authors
  • Chapter 1 Strategic Management
  • Chapter 2 The Environment and External Stakeholders
  • Chapter 3 Organizational Resources and Competitive Advantage
  • Chapter 4 Strategic Direction
  • Chapter 5 Strategy Formulation at the Business-Unit Level
  • Chapter 6 Corporate-Level Strategy and Restructuring
  • Chapter 7 Strategy Implementation through Interorganizational Relationships and Management of Functional Resources
  • Chapter 8 Strategy Implementation through Organizational Design and Control
  • Chapter 9 Strategies for Entrepreneurship and Innovation
  • Chapter 10 Global Strategic Management and the Future Case
  • Case Note: Learning Through Case Analysis
  • Case 1 Six Continents: Demerging for a Better Future?
  • Case 2 Starbucks' Entry Into China
  • Case 3 Fairmont Hotels & Resorts
  • Case 4 Living a Vision at Hillerman Hotels
  • Case 5 Can Continental Airlines Continue to Work Hard, Fly Right, and Fund the Future?
  • Case 6 Four Seasons' Approach: The "Golden Rule" and a Global Strategy
  • Case 7 Multibranding at Yum! Brands Inc.: Thinking Outside the Bun
  • Glossary
  • Index

Author notes provided by Syndetics

JEFFREY S. HARRISON is the Fred G. Peelen Professor of Global Hospitality Strategy at the School of Hospitality Administration at Cornell University. Previously, he taught at Arizona State University, Clemson University, and the University of Central Florida.

CATHY A. ENZ is the Lewis G. Schaeneman Jr. Professor of Innovation and Dynamic Management at the School of Hotel Administration at Cornell University where she is also the Executive Director of the Center for Hospitality Research. Winner of outstanding teacher and researcher awards, she teaches courses in strategic management and innovation.