We present a sustainable management model capable of delivering timely products and services demanded by public and private tourism stakeholders. The case study is for the strategic decision-making of the tourism sector in Riobamba County, Ecuador, within the framework of a Tourism Observatory as a means of information management. Other cases of information management related to tourism and literature on national and international tourist observatories were analyzed. Locally, information gaps were identified through personal interviews with actors in the sector. The preferred organizational structure follows the Red Model, which uses the construction of knowledge as a barometer of quality, an opportunity for investment, market research, learning spaces and exchange of experiences. It also presents the profile of services and products that will be offered by the observatory, flow of processes, financing alternatives and strategic alliances for its operation. Our research demonstrates the willingness of tourism stakeholders to move from information management to knowledge management. It is concluded that our Information and Knowledge Management Model could be promoted in the future as an alternative to address real problems in information management. We recommend implementing our Information and Knowledge Management Model because it demonstrates a contribution to the generation of unique and transferable knowledge among tourism stakeholders. It is indispensable for stakeholder institutions to work in coordination with joint responsibility for the success of the Tourism Observatory.
El presente libro hace referencia, a un modelo de gestión que, va más allá de la administración de la actividad turística, está centrado en la gestión sostenible para lograr un progreso económicamente rentable, ambientalmente responsable y socialmente equitativo, con proyectos, metas, actividades y directrices con miras a promover al cantón La Maná como un destino turístico. El modelo resalta las estrategias para la gestión del turismo, enfocadas a generar acciones de trabajo que dinamicen la imagen turística del cantón, transparenten el uso de recursos, generen sinergias a través de alianzas, basado en un espacio de diálogo que involucra a los actores del turismo, que son quienes impulsan el desarrollo económico y social, por lo tanto, promoverá la toma de decisiones para el manejo de un turismo responsable y proactivo animados por una visión común de crecimiento.
Introducción. Las empresas turísticas presentan limitaciones para la prestación del servicio de manera oportuna, debido a la carencia de conocimientos, experticia y experiencia en el campo laboral. Objetivo. Con este precedente la presente investigación tiene como propósito la identificación de las necesidades de capacitación más relevantes para los prestadores de servicios turísticos del cantón La Maná. Metodología. El estudio está basado en una investigación descriptiva en la que se ha tomado en cuenta la opinión de gerentes, propietarios y empleados de una muestra representativa correspondiente a 32 establecimientos turísticos, cuya información fue levantada a través de encuestas y entrevistas estructuradas para conocer su opinión sobre las diferentes áreas de formación. Resultados. De acuerdo a los principales resultados obtenidos las necesidades de capacitación se relacionan a temas de atención y servicio al cliente, manipulación de alimentos, gastronomía e idiomas. Conclusión. Conforme a las encuestas aplicadas en el cantón La Maná se evidencia que las limitaciones que tienen los establecimientos turísticos es por la carencia de capacitaciones permanentes en la zona.
We present a sustainable management model capable of delivering timely products and services demanded by public and private tourism stakeholders. The case study is for the strategic decision-making of the tourism sector in Riobamba County, Ecuador, within the framework of a Tourism Observatory as a means of information management. Other cases of information management related to tourism and literature on national and international tourist observatories were analyzed. Locally, information gaps were identified through personal interviews with actors in the sector. The preferred organizational structure follows the Red Model, which uses the construction of knowledge as a barometer of quality, an opportunity for investment, market research, learning spaces and exchange of experiences. It also presents the profile of services and products that will be offered by the
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