Key Organizational Resources and the Sustainable Competitive Advantage of Cornell University’s School of Hotel Administration: Suggestions for Tourism & Educational Programs in China

Tourism and hospitality scholars and educational institutions in developing countries can benefit from systematic analysis of their counterparts in developed countries. Using the framework of sustainable competitive advantage, this paper explores the key organizational resources of the School of Hotel Administration at Cornell University that have assured its position as the leading hospitality program worldwide. The paper analyses key resources Cornell Hotel School uses to leverage and sustain its competitive advantage. Suggestions for positioning and enhancing future Chinese tourism and hospitality programs are provided. [Abstract in Chinese] 中国旅游发展起步较晚,在旅游教育的多数领域落后于西方发达国家。选择西方优秀旅游院系进行系统研究并总结其成功经验,对于提高我国旅游教育水平有着重要的意义。本文以持续竞争优势理论为框架,以全球旅游接待业教育的典范——康乃尔酒店管理学院为对象,详细分析了这所著名酒店学院的核心资源和确保其长期保持领袖地位的持续竞争优势,并提出可供中国旅游教育界参考借鉴的措施建议

Short-term Trading in Long-term Funds: Implications for Financial Managers

Most hospitality firms do not consider managing stock portfolios to be a main part of their operations. They are in the service business, using their real assets and the services provided by employees to create valuable experiences for guests. However, the need to focus on stock investments arises through those employees. Employees consistently rank benefits, including retirement benefits, among the top five contributors to job satisfaction and as a key consideration in accepting a job.1 It is not surprising, then, that more than 90 percent of companies with 500 or more employees offer retirement plans. The five largest hotel companies in the U.S. have over $10 billion in assets under management in their retirement plans, making these plans a key component in retirement investment decisions.

Do tratamento das reclamações à gestão da insatisfação: o comportamento de empresas hoteleiras mediante a insatisfação de seus clientes

Consumer dissatisfaction, when properly handled, is a significant information source for the manager. Studies in this area allow broadening the understanding of certain customer attitudes and behaviors, such as loyalty, repurchase intention or satisfaction and trust increase. Above and beyond supporting consumer feedback, dissatisfaction can provide significant opportunities for organizational learning. Starting from dissatisfied customer information, companies can detect service flaws and develop new products. This work presents the results of an investigation on the behavior of businesses belonging to the hotel sector in Natal, RN, through the dissatisfaction of their customers. We have sought to map the main problems presented by customers to hotels, in the perception of managers and employees, as well as to understand both the process of dissatisfactionrelated data collection, analysis, and processing, and the utilization of such information by businesses. Beyond this, we have compared the habits of organizations to the company reaction approaches described in the literature: Complaint Handling, Complaint Management, and Dissatisfaction Management. The used methodology has been based on case study. Data was collected via indepth interviews with managers and employees in six hotels, two independent ones and four belonging to national and international hotel networks. We have also made use of documents provided by the organizations, such as guest complaint registers and reports from satisfaction surveys on which content analysis was subsequently performed. The results of the investigation point to a high level of awareness in the companies concerning the importance of consumer dissatisfaction. Even though the maximum grade in the procedure scale is not achieved, it has been observed that answer to dissatisfaction is given in planned and systematic form, geared towards consumer satisfaction and improvement of products and processes. Hotel businesses still have to look into other possibilities for mapping consumer dissatisfaction, which implies, among other aspects, articulation with a range of public and private organizations in such a way as to guarantee sustainability of touristic activities in the long term

Report on the Iowa Public Employees’ Retirement System for the year ended June 30, 2015

Report on the Iowa Public Employees’ Retirement System for the year ended June 30, 2015

Bacterial contamination in hotel rooms during the cleaning activity

Introduction - Some studies point to human activities as one of the responsible for most bacterial concentration. However, there is no information regarding bacteria contamination in hotel room during the cleaning activity. Aim of the study - This study aims to assess and characterize the occupational exposure of bacterial contamination in hotel rooms, more precisely in a room with carpet floor and another room without carpet, during the cheaning activity.

Can We Change the Future by Predicting It? Presented in special Session II at the Forty-Eighth Annual Meeting of the Upper Mississippi River Conservation Committee, St. James hotel Red Wing, Minnesota, March 10-12, 1992

issued December 1, 1993

Exposição ocupacional a bioaerossóis durante atividades de limpeza de quartos de hotel

O presente estudo pretende avaliar a exposição ocupacional a contaminação fúngica e bacteriana em quartos de hotel, mais precisamente em dois quartos com características diferentes, nomeadamente, com pavimento em alcatifa e outro sem alcatifa. Doze amostras de ar de 250L foram colhidas pelo método de impacto, em meio agar de extracto de malte (MEA) suplementado com cloranfenicol (0,05%) para fungos e em meio de TSA (agar de soja tríptica) com nistatina (0,2%) para bactérias. Foram também realizadas amostras de superfície nos mesmos locais. Em ambos os quartos apenas uma amostra de ar, no quarto sem alcatifa, apresentou contagens de fungos mais elevadas do que no exterior. No entanto, as concentrações de bactérias no ar interior foram superiores às do ar exterior. Em relação às superfícies, o quarto sem alcatifa apresentou diferenças estatisticamente significativas em relação ao quarto com alcatifa, sendo que o primeiro apresentou concentrações mais elevadas de fungos. Todas as superfícies analisadas apresentaram contaminação bacteriana, mas não houve diferenças estatisticamente significativas entre os quartos. Os géneros de fungos mais prevalentes no ar foram idênticos em ambos os quartos (Penicillium sp. 40,7% - 12,3% e Cladosporium sp. 43,5% - 55,4%). Nas superfícies analisadas, os isolados pertencentes ao complexo Aspergillus fumigatus foram os únicos encontrados no quarto com alcatifa, enquanto no outro quarto os géneros mais prevalentes foram Penicillium sp. (63,6%) e Aspergillus sp. (13,6%).

Plan de negocio para un hotel de cuatro estrellas en el distrito de San Miguel

El plan de negocios desarrollado tiene como objetivo definir la viabilidad de un proyecto hotelero de categoría cuatro estrellas en el distrito de San Miguel. La investigación se inició con un diagnóstico de la situación del mercado, donde a través del análisis PESTEG se ha identificado un macroentorno favorable para el desarrollo del proyecto y con el análisis de las cinco fuerzas de Porter se determinó la atractividad de la industria hotelera en la ciudad de Lima. Con la investigación de mercado se identificó la tendencia del crecimiento de arribo de turistas a la ciudad de Lima y el crecimiento de la demanda de noches de hospedaje a una tasa promedio de 8% anual durante los últimos diez años, superando al crecimiento del PBI del país. Se realizó una investigación cualitativa donde se determinó que el distrito de San Miguel es favorable para el desarrollo del proyecto, lo cual fue corroborado con las entrevistas realizadas a expertos del sector, quienes también indicaron que existe una alta brecha de inversión hotelera en Lima, que la ubicación específica del proyecto es apropiada para el establecimiento de un hotel de 4 estrellas por su cercanía al aeropuerto, a un sector empresarial no atendido en esta zona y por estar al lado del Centro Comercial Plaza San Miguel. Adicionalmente recalcaron que para el desarrollo de un proyecto hotelero de cuatro estrellas o superior es indispensable ser respaldados por una cadena internacional de hoteles, por lo que se seleccionó para el proyecto a la cadena Hilton.