5 resultados para Hotels -- Aspectes ambientals -- Normes

em QUB Research Portal - Research Directory and Institutional Repository for Queen's University Belfast


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This article, and the research out of which it springs, has a number of points of origin; it may also have more than one point of conclusion even as it argues that the current manifestation of Las Vegas could well be read as its last. This is not to say that Las Vegas will cease to create its new versions of itself; after all, this is one of the main sustaining factors of Las Vegas’ success in the last two decades as a new Strip on Las Vegas Boulevard has arisen from the demolitions and redesigns of the original Las Vegas Strip of the 1950s and 1960s. What is argued for here is a reading of Vegas as a terminal point within American culture and particularly within its visual realms. Las Vegas’ place within the dynamics of American visual and exhibition culture comes as the latest in a sequence which, since the nineteenth century, has included among its manifestations World’s Fairs, side shows, freak shows and travelling carnivals. America’s experiments in the visual domain have been updated in both the twentieth- and twenty-first centuries in a variety of spectacular forms and entertainment zones (Disneyland, EPCOT, the new Las Vegas). Vegas is the ultimate incarnation of a carnivalised display culture, the city’s casino Strip reclothed primarily as a theme park for digital camera-toting tourists than as a resort for dedicated gamblers. The possibility that the current incarnation of Las Vegas of late 2009 and 2010 will be the last Vegas hovers as a spectral remnant of the economic downturn and financial collapse of 2008, marked by the unfinished skeletons of projected new casino hotels on Las Vegas Boulevard and by a sudden reversal of fortune for the nation’s favourite gaming location.

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This article argues that the terrorist bombings of hotels, pubs and nightclubs in Bali in October 2002, and in Mombasa one month later, were inaugural moments in the post-9/11 securitization of the tourism industry. Although practices of tourism and terrorism seem antithetical – one devoted to travel and leisure, the other to political violence – this article argues that their entanglement is revealed most clearly in the counter-terrorism responses that brought the everyday lives of tourists and tourism workers, as well as the material infrastructure of the tourism industry, within the orbit of a global security apparatus waging a ‘war on terror’. Drawing on critical work in international relations and geography, this article understands the securitization of tourism as part of a much wider logic in which the liberal order enacts pernicious modes of governance by producing a terrorist threat that is exceptional. It explores how this logic is reproduced through a cosmopolitan community symbolized by global travellers, and examines the measures taken by the tourism industry to secure this community (e.g. the physical transformations of hotel infrastructure and the provision of counter-terrorism training).

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Informed by the resource-based view, this study draws on customer relationship management (CRM) and value co-creation literature to develop a framework examining the impact of social networking sites on processes to manage customer relationships. Facilitating the depth and networked interactions necessary to truly engage customers, social networking sites act as a means of enhancing customer relationships through the co-creation of value, moving CRM into a social context. Tested and validated on a data set of hotels, the main contribution of the study to service research lies in the extension of CRM processes, termed relational information processes, to include value co-creation processes due to the social capabilities afforded by social networking sites. Information technology competency and social media orientation act as critical antecedents to these processes, which have a positive impact on both financial and non-financial aspects of firm performance. The theoretical and managerial implications of these findings are discussed accordingly.