The Benefits of Knowledge Management for Destinations - Annotated Bibliography Example

Information System Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Lecturer Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx July 13th, 2012. Knowledge management Article 1: Cooper, C. 2009, The Benefits of Knowledge Management for Destinations: Retrieved from http://www.insights.org.uk/articleitem.aspx?title=The%20Benefits%20of%20Knowledge%20Management%20for%20Destinations, Retrieved on 10th July, 2012. The article firstly recognises the importance of knowledge management in the hospitality industry in light of the 21 century, a time when there are many innovations in the tourism industry. In the article, knowledge management concept is clearly discussed and great attention is paid to the reason as to why knowledge management in the hospitality industry has continued to receive attention over the years. This is carefully done through review of how destinations utilize the knowledge management concepts in the world to gain a competitive advantage in the tourism industry. For instance Knowledge Management (KM) is used in the tourism industry and by managers to gain a competitive edge over other competitors in the tourism industry. Through knowledge management, tourism destinations are in a position to harness researches in the tourism industry of for instance consumer trends in the industry to contribute towards the achieving of goals in organizations in the tourism industry. Article 2: Jensen, S. 2003, Knowledge Creation and Transfer in the Tourism Industry, Results from a Study in the County of Storstrom, Denmark. Retrieved from http://www.druid.dk/conferences/summer2003/papers/JENSEN.pdf, retrieved on 13th July, 2012. This article is a review of how knowledge can be created and transferred with emphasis placed in the tourism industry. However, the author further ascertains that the tourism industry is an industry that needs to be clearly separated from other industries because the products which are offered in the industry are not homogeneous and therefore this presents a challenge in applying KM. Through empirical approach, the article explores the possible factors that have hindered or encouraged the adoption of competencies in the tourism industry for instance, structural and human resources factors among other factors (Jensen 2003). Article 3: Hallin, C. A. & Marnburg, E. 2007, Knowledge Management in the Hospitality Industry: A Review of Empirical Research. Tourism Management. Elsiever. DOI: 10.1016/j.tournam.2007.02.019. In this article the author shows that there is a great lack of knowledge management (KM) in the service industry. In coming up with a solution, he tries to identify the concepts, developments and challenges behind KM (Hallin & Marnburg 2007.pp.12). Through various strategies, the author tries to explain how an organization can get competitive advantage over other organizations through a wide base of knowledge (Hallin & Marnburg 2007.pp.12). Using different theoretical assumptions and studies in this article, we are exposed to solutions that will make hospitality businesses a success. Similarity There is great similarity in the three articles where all discuss of the empirical approach as a way to handle knowledge management. They also discuss the concepts, benefits and challenges that are facing the acquisition of information in the service industry not forgetting much emphasis on gathering knowledge in a technological way. The three articles have done great research through data gathered, journals printed and various documentations. In all their conclusions, they have recommended that the use of E-learning will go a long way in boosting the services offered in the service industry. The authors of the article ascertain that the concept of KM has widely impacted the way businesses are being conducted all over the world but there has been little attention of KM in the tourism industry and to a much generalised approach to the service industry. According to, Hallin & Marnburg (2007), the concept of knowledge management is continuing to be felt in the world but its presence in the tourism industry is apparent. The three articles claims on the influence of knowledge management in the tourism industry is that for the industry to become competitive, managers in the industry have to use knowledge competencies to gain a competitive advantage which this advantage can be through innovations developed as a result utilizing the outcomes of researches conducted in the tourism industry. This is further cemented through the congruence of the ideas portrayed in the articles that the tourism and the hospitality industry in general deals with people and therefore the services and the products that are to be offered in the industry have to be continuously developed and hence the contribution of KM in the tourism industry. In this regard too, the authors further calls for the utilization of KM in the tourism industry for the industry to cope with the volatile competitive business environment of the industry and to match the needs of the consumer (Jensen 2003). The choice of the articles is mainly attributed with the emphasis on the tourism sector to adopt KM concepts in the industry in order to gain a competitive advantage. In addition, in all the three articles, empirical research has been conducted to further emphasise that KM concepts which are largely ignored in the tourism industry can be used to further improve the industry. Small and medium tourism enterprises and IS applications and adoption Article 1 Wahidah, H. & Dih, Y.L., 2012. A Framework of a Personalized Location-based Traveler Recommendation System in Mobile Application. International Journal of Multimedia and Ubiquitous Engineering, vol. 7, No. 3, July, 2012 According to Wahidah & Dih (2012, p.11), the Personalized Location-based Traveler Recommender System, PLTRS, is a emerging type of Information System that is gaining fast popularity among small and medium tourism enterprises. A tourist can use this type of Information System to find tour information about a specific area that he or she may wish to travel to. Wahidah & Dih suggest that such types of information systems are becoming more and more popular among SMTEs because the other channels that tourists can get such information provide ambiguous information. Wahidah & Dih argue that Recommender Information Systems can be relied upon to predict, suggest and to give opinions based on a tourist’s own configured preferences and criteria (Wahidah & Dih 2012, p. 12). The other types of Recommender Information Systems that SMTEs worldwide are adopting include Collaborative Filtering Recommendation Systems, Content Based Recommendation Systems and Knowledge Based Recommendation systems (Wahidah & Dih 2012, p.14). Wahidah & Dih suggest that SMTEs are increasingly adopting the use of information systems. This has brought about creativity and information, for example, Personalized Location-based Traveler Recommendation Systems have been modified to operate on mobile phones (Wahidah & Dih 2012, p.17). Article 2 Frew, A. & Horan, P., 2007. Destination Website Effectiveness: A Delphi Study-based eMetric Approach. Proceedings of the Hospitality Information Technology Association Conference, HITA 07, Orlando: USA According to Frew & Horan (2007, pp 2), a Destination Management System is an Information system that assists tourists to gather, organize, and distribute computerized information about a particular tourist destination. This Information System is used for marketing, distribution and operational purposes by both destinations organizations, small and medium sized tourism and hospitality enterprises worldwide. Frew & Horan (2007 pp 4) suggest that despite SMTEs controlling a big share of the tourism industry and contributing a huge percentage of profits, most SMTEs find it hard to establish their own websites for effective interaction with their customers. It is due to this reason that SMTEs are increasingly using DMS for strategic management and marketing (Frew & Horan 2007 pp 6). Frew & Horan argue that Destination Management Systems provide more services than ordinary website because it contains consumer import tools, survey builder, e-Commerce tools, Management Reporting System and tourists’ databases (pp 6-8). Frew and Horan also argue that Destination Management Systems are of great benefit to SMTEs in the sense that they contribute to reduction of communication and distribution costs. Article 3 Buhalis, D., 1996. Enhancing the Competitiveness of Small and Medium-sized Tourism Enterprises, accessed 12th July 2012, According to Buhalis (1996), SMTEs dominate the tourism industry. SMTEs provide a wide range of services such as accommodation, transport and cuisine among others to clients (Buhalis 1996). Buhalis suggests that SMTEs are increasingly using information systems such as Destination Intergraded Computer Information Reservation Management Systems, DICIRM, to boost efficiency of service delivery to clients. Buhalis argues that DICIRMs are effective in boosting the competitiveness of SMTEs by harmonizing their cooperation and promoting them a single tourism product. Buhalis also states that DICIRMs are also beneficial to SMTEs in terms of better and easier management of the enterprises. Buhalis suggests that increased use of information systems such as DICIRM can help SMTEs compete on an equal footing with the large international tourism enterprises. Similarity The three articles clearly show that Information Systems are beneficial to SMTEs. Wahidah & Dih (2012 pp.5) suggests that information systems are beneficial to SMTEs because they can be relied upon to provide specific information. Frew & Horan (2007 pp.7) suggests that information systems such as Destination Management Systems are beneficial to SMTEs in the sense that they help in cost reduction. Likewise, Buhalis (1999) claims that information systems are beneficial to SMTEs because they enhance competitiveness and enable such enterprises to compete on an equal footing with big multinational tourism companies. The three articles also suggest that despite dominating the tourism industry, SMTEs worldwide have not been able to use information systems on a large scale basis. In addition to this, these three articles show the innovation present in the tourism industry as more sophisticated information systems are been developed for use by SMTEs. Strategy and management Article 1 Kirovska, Z. 2011, Strategic management within the tourism and the world globalization. UTMS Journal of Economics 2 (1): 69–76. Based on the author strategic management is an essential part in the tourism industry since it is used in defining the existence of a strategy of development in the tourism industry. The author further argues that the proper implementation of a development strategy in the industry is solely dependent on a well functioning strategic management. Strategic management is composed of all the necessary features that are needed to offer efficiency as well as effectiveness in attaining development goals in the tourism industry. Information systems have lead to more strategic management of activities in the tourism industry (Kirovska 2011, pp. 69). With the ever increasing globalization and competition trends, dynamics as well as developments in the tourist industry are increasingly intensified and strategic management is mostly used to ensure that there is efficiency and effective business operations within the industry. The author also notes that tourism in most countries represent a part of the overall social economic system. Technological changes such as: the use of information systems acts as better roots of the future of the tourism and hospitality industry. Article 2 Siriraks, K. n.d, Strategic management in tourism: a study of Khon Kaen as part the Roikaensarnsin tourism supply chain. Retrieved from http://iscthlr.turismo.wu-wien.ac.at/files/papers/p19_fullpaper.pdf, retrieved on 10th July, 2012. The authors of the article points out that tourism play an important role in the lives of the people living in Khon Kaen. In conducting the research, the author aimed at studying the needs of the tourists this was to be achieved through the use of empirical data. Based on the research the supply chains in the strategic tourism do not contribute significantly towards the gross provincial products. After analysis of the data obtained through the research, the author found out that the strategic supply chain that is religion as well as cultural tourism do not solely contribute to the GPP(Siriraks n.d). The author observed that aspects such as the man made tourist sites, marketing of events, conference as well as exhibition offered more excitement and attraction to the tourists and this in turn led to the tourists visiting and spending longer stay in Khon Kaen. Article 3 Buhalis, D 2012, Tourism in Greece in the time of crisis: need for strategic management and marketing, reengineering and dynamic engagement through eTourism and social media: Retrieved from http://buhalis.blogspot.com/2012/03/tourism-in-greece-in-time-of-crisis.html, retrieved on 10th July, 2012. Based on the author tourism is a major source of income for Greece and it is also termed as one among the few areas in the world where the industry can attain competitive advantage and at the same time stimulate development in the country. Greece is said to have vast resources and has a favourable platform that offers various opportunities for developing and offering unique, stylish and memorable experiences to the tourists (Buhalis 2012). The incredible resources that are available in the country allow it to offer authentic as well as fulfilling experiences to the tourists. As a country Greece needs to be more serious in that they need to coordinate their resources, transportation models, organizations and strategies so that they can be able to offer fantastic experience to the visitors. Similarities The two articles are similar in that they discuss the importance of strategic management in the tourism industry. The articles view strategic management as an important aspect that all industry players need to look at so as to enhance the success as well as the continuity of the industry. The articles also show how tourism has plays a vital role in various areas. Tourism value chain Article 1 Christian, M., Fernandez-Stary, K., Ahmed, G. & Gerrefi, G. 2011, The tourism global value chain: economic upgrading and workforce development. Retrieved from http://www.cggc.duke.edu/pdfs/2011-11-11_CGGC_Tourism-Global-Value-Chain.pdf, retrieved on 10th July, 2012. In this article the authors use the global value chain to examine the role of various workforce development initiatives in various developing countries that take part in international tourism. By doing so the authors also look at the challenges that are been faced in the industry. The hospitality and tourism industry yokes together aspects such natural, historical and cultural aspects thus offering the industry a diversification which incorporates aspects from various industries such as manufacturing, extractive industries and agriculture industries (Christian et al. 2011). There are certain drawbacks such as weak educational institutions, lack of adequate awareness to the internationally service standards as well as lack and shortage of adequate trainers in the institutions. Various global foreign hotels are striving to develop a workforce through workforce development programs so as to align customer service that is required at global levels with the available local skills. Article 2 Steck, B., Wood, K. & Bishop, J. 2010, Value chain analysis tourism: summary report. Retrieved from http://www.snvworld.org/sites/www.snvworld.org/files/publications/tourism_-_more_value_for_zanzibar.pdf, retrieved on 10 July, 2012. According to the authors tourism is seen as major contributor to the GDP of Zanzibar and that the contribution of tourism is be on the rise as long as the industry continues to grow. The research sets out to investigate the amount of money that is accrued to the poor from the tourism industry and how the money is distributed to the various sectors in the tourism industry (Steck, Wood & Bishop 2010). The tourism industry in Zanzibar is face by a number of problems which includes but are not limited to poor infrastructure, limited number of international banking facilities, extreme seasonality pattern, and degradation of the town and population overreliance on the originating markets. Articles 3 Packeer, T. 2012, SLAITO on expectations and challenges facing tourism industry. Retrieved from http://www.ft.lk/2012/01/06/slaito-on-expectations-and-challenges-facing-tourism-industry/ retrieved on 10th July, 2012. Based on Packeer there are a number of challenges facing the tourism industry around the globe and these challenges need to be looked at carefully so as to enhance the sustainability and growth of the industry. Based on him the number one challenge is insecurity there are a number of challenges that faces the tourism industry at large and some of them are insecurity issues, tourist’s needs to be assured of their safety (Packeer 2012). Another major challenge is the delivery of quality products that is in terms of the services offered to the tourists. In relation to this Packeer urges the industry players to offer services that will be memorable to the tourists so as to attract more and more tourists to the country. Packeer also adds that the locals need to be educated on how to treat the visitors and they should not take advantage of them but should instead respect them (Packeer 2012). Similarity The above three articles have dealt with the challenges that are facing the tourism and hospitality industry and based on them the locals need to look for ways of dealing with the challenges so as to attract greater number of visitors in the future. Most tourists tend to keep off from areas with insecurity and where they cannot be able to access international banks services and tend to visit areas where there security is assured, services been provided are up to standards and the road and airline networks efficient. The three articles provide useful information in that they offer adequate information on the challenges that are been faced by the industry and by having a clear knowledge of the challenges all the players will join hands so as to deal with the challenges facing them and thus there will be an increase in number of tourists visiting the areas and hence more revenue generation. References Buhalis, D 2012, Tourism in Greece in the time of crisis: need for strategic management and marketing, reengineering and dynamic engagement through eTourism and social media: Retrieved from http://buhalis.blogspot.com/2012/03/tourism-in-greece-in-time-of-crisis.html, retrieved on 10th July, 2012. Buhalis, D., 1996. Enhancing the Competitiveness of Small and Medium-sized Tourism Enterprises, accessed 12th July 2012, Cheng, X., 2010.Management research in the hospitality and tourism industry. Las Vegas: University of Nevada. Christian, M., Fernandez-Stary, K., Ahmed, G. & Gerrefi, G. 2011, The tourism global value chain: economic upgrading and workforce development. Retrieved from http://www.cggc.duke.edu/pdfs/2011-11-11_CGGC_Tourism-Global-Value-Chain.pdf, retrieved on 10th July, 2012. Frew, A. & Horan, P., 2007. Destination Website Effectiveness: A Delphi Study-based eMetric Approach. Proceedings of the Hospitality Information Technology Association Conference, HITA 07, Orlando: USA Hallin, C.A, &Marnburg, E., 2007.Knowledge management in the hospitality industry: A review of empirical research. Norway: University of Stavanger. Jensen, S. 2003, Knowledge Creation and Transfer in the Tourism Industry, Results from a Study in the County of Storstrom, Denmark. Retrieved from http://www.druid.dk/conferences/summer2003/papers/JENSEN.pdf, Retrieved on 13th July, 2012. Kirovska, Z. 2011, Strategic management within the tourism and the world globalization. UTMS Journal of Economics 2 (1): 69–76. Packeer, T. 2012, SLAITO on expectations and challenges facing tourism industry. Retrieved from http://www.ft.lk/2012/01/06/slaito-on-expectations-and-challenges-facing-tourism-industry/ retrieved on 10th July, 2012. Siriraks, K. n.d, Strategic management in tourism: a study of Khon Kaen as part the Roikaensarnsin tourism supply chain. Retrieved from http://iscthlr.turismo.wu-wien.ac.at/files/papers/p19_fullpaper.pdf, retrieved on 10th July, 2012. Steck, B., Wood, K. & Bishop, J. 2010, Value chain analysis tourism: summary report. Retrieved from http://www.snvworld.org/sites/www.snvworld.org/files/publications/tourism_-_more_value_for_zanzibar.pdf, retrieved on 10 July, 2012. Wahidah, H. & Dih, Y.L., 2012. A Framework of a Personalized Location-based Traveler Recommendation System in Mobile Application. International Journal of Multimedia and Ubiquitous Engineering, vol. 7, No. 3, July, 2012. Read More