シラバス参照
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シラバス参照
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| 科目一覧へ戻る | 2024/09/09 現在 |
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開講科目名 ／Course |
Tourism Management Research A（M)／Tourism Management Research A（M) | |||||||||
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時間割コード ／Course Code |
T2T10087_T1 | |||||||||
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開講所属 ／Course Offered by |
観光学研究科（前期）／Graduate School of Tourism | |||||||||
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ターム・学期 ／Term・Semester |
2024年度／Academic Year 第3クォーター／3Q | |||||||||
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曜限 ／Day, Period |
木／Thu 2 | |||||||||
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開講区分 ／Semester offered |
後期／the latter term | |||||||||
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単位数 ／Credits |
2.0 | |||||||||
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学年 ／Year |
1,2 | |||||||||
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主担当教員 ／Main Instructor |
佐野 楓／SANO Kaede | |||||||||
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授業形態 ／Lecture Form |
講義 | |||||||||
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教室 ／Classroom |
東１号館Ｅ１-３０５／E1-305 | |||||||||
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開講形態 ／Course Format |
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ディプロマポリシー情報 ／Diploma Policy |
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教員名 ／Instructor |
教員所属名 ／Affiliation |
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| 佐野 楓／SANO Kaede | 観光学部（教員） |
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授業の概要・ねらい ／Course Aims |
This course aims to provide some strategic directions in how tourism firms and public sector organizations could respond to contemporary challenges and compete effectively in today's turbulent global business environment. This course employs academic papers as reading materials to give students a comprehensive understanding about the most emerging tourism management strategies. The major aims of Tourism Management Research are: 1. To explain the impact of globalization on international tourism and culture. 2. To introduce strategic approaches in tourism management. 3. To advance students' understanding of the causal mechanism underlying the formation and implementation of marketing strategies in the tourism, hospitality, and airline industries. |
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到達目標 ／Course Objectives |
By the end of this course, students are expected to: 1. Understand the key concepts of strategic marketing 2. Be cognizant of new trends in the hospitality, airline, and tourism industries 3. Be able to apply the principles of strategic marketing in real business settings |
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成績評価の方法・基準 ／Grading Policies/Criteria |
• Case Presentation: 15% x 3 • Final Presentation: 30% • Class Contribution 25% |
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教科書 ／Textbook |
Reading materials (academic papers) will be shared in Moodle. |
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参考書・参考文献 ／Reference Book |
Brunt, P. Horner, S., & Semley, N. (2017). Research Methods in Tourism, Hospitality and Events Management . Sage Publication Ltd. https://uk.sagepub.com/en-gb/eur/research-methods-in-tourism-hospitality-and-events-management/book245382 Fyall, A., Legohérel, P., Frochot, I., & Wang, Y. (2019). Marketing for tourism and hospitality: Collaboration, technology and experiences. Routledge. https://www.routledge.com/Marketing-for-Tourism-and-Hospitality-Collaboration-Technology-and-Experiences/Fyall-Legoherel-Frochot-Wang/p/book/9781138121294 |
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履修上の注意 ・メッセージ ／Notice for Students |
1. Individual Case Presentation (Student lecture) & Case Questions Individual assignment is used to supplement each case study. Students are expected to find the answers of questions which are showed in syllabus before the class. A) Individual presentation is very important in this course. It reflects how you understand the cases we learned in class and how you cooperate with your team to judge business problems and solute them. B) Individual presentation serves as a short summary after several case studies. You will be asked to summarize the cases you learned and show the implications which you believe could be used into real business world or the things that are most impressive for you. C) For each individual case-based presentation, the student is suggested to arrange the class based on the timeline below. 2. Individual Final Presentation A) Select one topic from “theme park management”, “hospitality management”, “airline management”, or “destination management”. B) Introduce a new case study paper related to the topic you selected. For example, your topic is “airline management”, and the case you want to introduce is “Japan Airlines”. Or, your topic is IR, and the case you want to introduce is “Osaka”. (No need to write a long case like the cases we use during the class, but introduce the destination, and show why you are interested in it, and why you want to introduce it) C) Think three questions related to the case. You could use the questions to ask your classmates to answer. 3. Individual Contribution We will have some discussions during each class. You are expected to keep active thinking and positive class joint. The students who actively join the class will be highly evaluated. |
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履修する上で必要な事項 ／Prerequisite |
All enrolled students are required to download the reading materials from Moodle before the class starts or use their laptops to access the reading materials during the class. The printed materials will not be distributed in every class. |
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履修を推奨する関連科目 ／Related Courses |
・ Readings in Tourism Research ・ Tourism Management Research B |
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授業時間外学修についての指示 ／Instructions for studying outside class hours |
The total time for preview and review is approximately 90 hours. Students are expected to learn more through independent study in addition to the class material every week. |
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その他連絡事項 ／Other messages |
N/A |
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授業理解を深める方法 ／How to deepen your understanding of classes |
・ Students are expected to preview and review the content of each session. ・ Students are expected to read all cases used in this course regardless of whether it is their turn to present. 【「アクティブ・ラーニング」実施要項⑤⑧⑩】 |
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オフィスアワー ／Office Hours |
Period 3, Thursday or by appointment |
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科目ナンバリング ／Course Numbering |
T07005E10199D521 |
| No. | 回（日時） ／Time (date and time) |
主題と位置付け（担当） ／Subjects and instructor's position |
学習方法と内容 ／Methods and contents |
備考 ／Notes |
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| 1 | Session 1 | Orientation | Self-introduction & Course overview | |
| 2 | Session 2 | Theme Park Management | [Case 1] Disneyland Paris: a case analysis demonstrating how glocalization works | |
| 3 | Session 3 | Theme Park Management | [Case 2] Disney’s successful adaptation in Hong Kong: a glocalization perspective | |
| 4 | Session 4 | Hospitality Management | [Case 3] Four Seasons goes to Paris | |
| 5 | Session 5 | Hospitality Management | [Case 4] Ritz-Carlton and EMC: the gold standards in operational behavioral differentiation | |
| 6 | Session 6 | Hospitality Management | [Case 5] Socio-economic impacts on local community through tourism development with special reference to Heritance Kandalama | |
| 7 | Session 7 | Airline Management | [Case 6] Singapore Airlines: achieving sustainable advantage through mastering paradox | |
| 8 | Session 8 | Airline Management | [Case 7] AirAsia: indeed the sky’s the limit! | |
| 9 | Session 9 | Destination Management | [Case 8] Ecotourism in Bhutan: extending its benefits to rural communities | |
| 10 | Session 10 | Destination Management | [Case 9] Tourism, development and “destination Dubai”: cultural dilemmas and future challenges | |
| 11 | Session 11 | Destination Management | [Case 10] Desired attributes of medical treatment and medical service providers: a case study of medical tourism in Thailand | |
| 12 | Session 12 | Destination Management | [Case 11] Creating value from social big data: implications for smart tourism destinations | |
| 13 | Session 13 | Destination Management | [Case 12] Reasons for visitor dissatisfaction with wildlife tourism experiences at highly visited national parks in Sri Lanka | |
| 14 | Session 14 | Summary | Final presentation | |
| 15 | Session 15 | Summary | Final presentation |