|ognizant Communication Corporation|
INFORMATION TECHNOLOGY & TOURISM
VOLUME 3, NUMBER 1, 2000
Information Technology & Tourism, Vol. 3, pp. 3-14, 2000
1098-3058/00 $20.00 + .00
Copyright © 2000 Cognizant Comm. Corp.
Printed in the USA. All rights reserved.
Nina Mistilis1 and Roberto Daniele2
1Senior Lecturer in Tourism, Centre for Tourism & Hospitality
Research, University of Western Sydney Macarthur, Department of Management
& Marketing, PO Box 555, Campbelltown NSW, Australia 2560
2Lecturer in Tourism, RMIT University, Melbourne, Australia
In the current global business environment, technological advances drive transformation to the information age and result in the different conduct of business. This article aims to explore issues associated with information technology, university education, and the conduct of tourism business, particularly in Australia. It compares government policy, university education, and the perspective of the industry sectors regarding skills in their graduate employees and analyzes differences in the outcomes. While government policy includes a particular strategy to take advantage of online technologies to enhance Australia's tourism, the survey of attitudes of senior tourism management indicates that most tourism firms do not value skills associated with strategic use of information technology in their graduate employees. The article then explores the reasons for any difference between this and the outcomes of the theoretical analysis.
Key words: Information technology skills; Tourism education; Australian tourism; Government policy
Address correspondence to Nina Mistilis. Tel: +61 24620 3521; Fax: +61 24626 6683; E-mail: n.mistilis@UWS.edu.au
Internet Tourism Networks and Marketing: A Case Study of the Potential and Gaps in the Former Homelands of the Northern Province in South Africa
Department of Urban and Regional Planning, School of Environmental Sciences, University of Venda, Private Bag, Thohoyandou X5050, South Africa
Ecotourism has grown tremendously in South Africa in the recent past. Both government and the business community perceive tourism to be the engine for prosperity in South Africa. After 5 years of postapartheid national geographical reintegration, very little in terms of tourist developments have taken place in the former Venda and Gazankulu Homelands in the Northern Province. An analysis of the region's potential tourism resources and the Internet tourism networks and marketing was applied to find out why the above situation prevailed. The case study illustrates that the presence of a considerable range of tourism assets and a countrywide Internet superstructure could not guarantee the success of tourism where the physical and organizational infrastructure is absent or underdeveloped.
Key words: Tourism; Internet; Marketing; Networking; Homelands; South Africa
Address correspondence to Godfrey Anyumba. Tel: 27-015-9628585/86; Fax: 27-015-9628597; E-mail: Ganyumba@hotmail.com or Anyumbag@caddy.univen.ac.za
Rostering-Integrated Services and Crew Efficiency
Johannes König1 and Christine Strauss2
1AITC Aviation-Information-Technology-Consulting, Kaltenleutgebnerstr.
9a/2/8, A-1230 Vienna, Austria
2Department of Management Science, University of Vienna, Brünner Strasse 72, A-1210 Vienna, Austria
This article presents an extended crew rostering model that is applicable in personnel-intensive business sectors. We demonstrate (1) how the quality level of services can be augmented and (2) how the workforce can be used efficiently. The proposed supplementary services do not require additional personnel; rather, they involve the taking of the appropriate steps during the operational planning phase in which crews are assigned to certain tasks. Although this article focuses on airlines, the concepts suggested herein are also applicable to crew rostering for cruise lines, international hotel chains, and railway companies. An adaptation of the efficient rostering algorithm SWIFTROSTER is used to provide exemplary results based on real data from a medium-sized European airline for such service improvements and efficiency measures.
Key words: Crew planning; Personnel scheduling; Rostering; Workforce efficiency; Service quality
Address correspondence to Christine Strauss. E-mail: email@example.com
Destination Management Systems: Criteria for Success: An Exploratory Research
Dimitrios Buhalis and Antonella Spada
Department of Tourism, University of Westminster, 35 Marylebone Road, London, NW1 5LS, UK
Rapidly evolving developments in information technologies (ITs) transform the tourism industry to the digital economy. The emergence of destination management systems (DMSs) as "info-structures" enables destinations to disseminate comprehensive information about resources and services of destinations and local tourism products as well as to facilitate the planning, management, and marketing of regions as tourism entities or brands. This article explores success criteria for DMSs as identified by six key tourism destination stakeholders. It analyzes the needs and wants of stakeholders and thus provides guidance for the development and assessment of DMSs. The study is based on qualitative and quantitative research with leading authorities in the field. Attention is drawn to the role played by the public and private sectors, and the need for partnership to ensure successful application of DMSs in the future.
Key words: Destination management systems; Regional development; Stakeholders; Tourism management and marketing
Address correspondence to Dimitrios Buhalis at his present address
(as of September 1): School for Service Sector, University of Surrey, Guilford
GU2 5XH, UK. Tel: + 44-1483-300-800; Fax: + 44-1483-259-387; E-mail: firstname.lastname@example.org