More applicable environmental scanning systems leveraging “modern” information systems

Mayer, Jörg H.; Steinecke, Neon; Quick, Reiner; Weitzel, Timm

doi:10.1007/s10257-012-0207-7

Cited by 22 publications

(21 citation statements)

References 74 publications

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“…Recent research on environmental scanning has shown that little attention is systematically directed toward identification of external trends despite recognition of increased volatility in the external environment (Mayer, Steinecke, Quick, & Weitzel, 2013;Wong & Hung, 2012). Organizations in the tourism and hospitality sector have been identified as having a great need for environmental scanning due to the scope and magnitude of change, yet, potentially, the process may be more complex and difficult when compared to other occupations (Okumus, 2004).…”

Section: Discussionmentioning

confidence: 99%

Comparing strategic human resource development approaches for tourism and hospitality workforce planning

Bartlett¹,

Johnson

Schneider³

2016

Journal of Human Resources in Hospitality & Tourism

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This study compared two approaches for strategic human resource development planning at a macro-level. This was done to develop an understanding of the impact of external change on current and future human resource needs in tourism and hospitality organizations. Using strategic human resource development planning theory, this article examined the application of a qualitative environmental scanning approach compared against quantitative labor market projections for the future workforce for tourism and hospitality occupations in one U.S. state. Interview data collected from a sample of tourism industry leaders in Minnesota identified changes in the economic, demographic, political and legislative, and technology sectors and the possible impact to current and future human resources employed. Data from labor market analysis highlighted future changes in the size and characteristics of the workforce and needed educational levels for workers in tourism and hospitality. Comparing results from both approaches showed each workforce planning method produced different types of data to assist human resource managers with future staffing decisions. Recommendations for practice include using a combined approach to make projections on the size, composition, and human resource development needs of the tourism and hospitality workforce.

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Section: Discussionmentioning

confidence: 99%

Comparing strategic human resource development approaches for tourism and hospitality workforce planning

Bartlett¹,

Johnson

Schneider³

2016

Journal of Human Resources in Hospitality & Tourism

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“…Na administração, o ambiente que afeta as decisões cotidianas dos dirigentes, é definido como sendo o conjunto de todos os fatores, tanto externos quanto internos, que podem influenciar o alcance dos objetivos organizacionais (HITT; IRELAND; HOSKISSON, 2008;MAYER et al, 2013). Embora se reconheça a importância dos fatores internos, este trabalho se limita a analisar o ambiente externo ou organizacional.…”

Section: Referencial Teóricounclassified

“…Os tipos de ambiente apresentam as duas principais formas de se dividir o ambiente das organizações, que são: o ambiente externo ou organizacional (MAYER et al, 2013; NAVARRO--GARCÍA; ARENAS-GAITÁN; RONDÁN-CATALUÑA, 2014) e o ambiente interno (KURATKO; HORNSBY; COVIN, 2014).…”

Section: Introductionunclassified

Monitoramento do ambiente organizacional em pequenas empresas: estudo de casos nos setores metal-mecânico e base tecnológica da região central do estado de São Paulo

Musetti¹,

Filho²

2016

GEPROS

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Este artigo tem o objetivo de relatar os resultados de uma pesquisa que teve o propósito de analisar o processo de monitoramento ambiental em pequenas empresas. No atual cenário competitivo, cada vez mais volátil e incerto, é fundamental que se conheça e monitore o ambiente competitivo em que uma organização está inserida como forma de reduzir o grau de incerteza e garantir a sua sobrevivência no longo prazo. As pequenas empresas reconhecidas pela falta de recursos financeiros e de pessoas qualificadas não fazem o monitoramento ambiental? Essas empresas não utilizam as "melhores práticas" empregadas pelas grandes empresas e amplamente divulgadas pelos trabalhos acadêmicos? O método de pesquisa utilizado nesta pesquisa foi o qualitativo com procedimento de estudo de casos com coleta de dados por meio de entrevistas de quatro dirigentes de empresas de pequeno porte. Foi utilizado entrevista semi-estruturada e os dados foram analisados pela técnica de Análise de Conteúdo. Como resultado, descobriu-se que as principais variáveis do ambiente geral são a econômica, político-legal e a tecnológica, e, do ambiente específico, destacam-se os concorrentes, os clientes e produtos substitutos.

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“…Based on our prior work (Mayer, Steinecke, Quick, and Weitzel 2012), a company's environment is defined as the relevant physical and social factors within and beyond the organization's boundaries (Duncan 1972). While operational analysis focuses on (short-term) internal difficulties in the implementation of strategic programs (Davies, Finlay, McLenaghen, and Wilson 2006), strategic environmental scanning aims at anticipating (longterm) environmental shifts and analyzing their potential impact.…”

Section: Foundationsmentioning

confidence: 99%

Improving Environmental Scanning Systems Using Bayesian Networks

Welter¹,

Mayer

Quick

2013

Bus Res

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More applicable environmental scanning systems leveraging “modern” information systems

Cited by 22 publications

References 74 publications

Comparing strategic human resource development approaches for tourism and hospitality workforce planning

Comparing strategic human resource development approaches for tourism and hospitality workforce planning

Monitoramento do ambiente organizacional em pequenas empresas: estudo de casos nos setores metal-mecânico e base tecnológica da região central do estado de São Paulo

Improving Environmental Scanning Systems Using Bayesian Networks

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