School of Hospitality and Tourism Management Lecturer Dr Vlatka Skokic explores how Croatia’s complex socio-economic environment has proved to be fertile soil for entrepreneurial activity.
Management of small firms
Entrepreneurship theory development
Student Prizes and Competitions Coordinator
Academic advisor for Hospitality Entrepreneurs Society
Supervisor for PhD students
Supervisor for Masters Dissertations
Professional Training Year Tutor
Programme Director, International Hospitality and Tourism Management (2010-2013)
2009 - Institute of Travel and Tourism
2010 - Institute for Small Business and Entrepreneurship
2013 - Higher Education Academy
2015 - British Academy of Management
ITT (Institute of Travel and Tourism) PhD Student of the year, 2009
Philip Murray: ‘Performance Measurement and Management in the Irish Hotel Industry’
2015 Sainatee Chernbumroong: ‘An Investigation of Entrepreneurial Motivation and its Link to Business Growth: Boutique Hotels in Northern Thailand’
Find me on campus Room: 19 MS 02
Office hours during semester: Mondays 11-12, Fridays 10-11
If you are unable to make these times or need to see me outside of semester, please email me directly.
This article employs a novel approach by investigating Chinese students from a transnational tourism management programme in Hong Kong and Chinese students studying on a similar programme at the degree-awarding UK university. This quantitative study investigates whether there are any differences between two groups of students in terms of their approaches to learning, preferred learning and teaching methods and their satisfaction with the programme. The findings demonstrate significant differences between the two cohorts, indicating that a programme cannot be easily exported. The implications of the findings for the transnational curriculum, learning and teaching practice and theories of student approaches to learning are discussed.
The aim of this article is to discuss the key issues which have had significant influence on a PhD research student journey from positivism to interpretivism and the subsequent impact on the research methodology adopted. This journey is illustrated through 1) briefly analysing and reflecting upon the nature of relevant accumulated knowledge in the fields of hospitality, tourism and entrepreneurship fields; 2) critically analysing the impact of social setting on entrepreneurial behaviours and attitude; and 3) reflecting upon how the two previous points influence researcher behaviour and methodological design. Drawing upon research undertaken within the Dalmatia region of Croatia, a former socialist country, the contextual focus is small hotel owners within the hospitality industry. The article is loosely framed within a hospitality analytical lens and furthers debate on the nature of academic hospitality (Phipps and Barnett 2007) as well as proposing steps to welcome inhospitable knowledge.
The Measurement-Performance Link As international economies continue their recovery after the 2008 global economic crisis, growth rates are regarded as being ‘weak and uneven and reflective of different evolutions across different countries and regions’ (IMF 2014). In such challenging competitive environments organisations tend to focus very strongly on the management and measurement of performance in order to meet the task of staying in business. Harris & Mongiello (2001) see a company’s emphasis on performance measurement (PM) as a route to competitive advantage, and turbulent business environments, such as those currently being experienced worldwide, can be seen as a key driver of both organisational and research interest in performance measurement. However despite almost 30 years of research into performance measurement the discipline still has, what could be referred to as significant, foundational problems. There has been a lack of development of key concepts or a unified terminology in the subject area, this is mostly due to the multidisciplinary nature of the PM field which has “vast richness, but unmanageable diversity” (Neely 2007, p.2) . One of the most significant issues in the PM field is that there have been contradictory findings as to whether or not the measurement of performance actually has an impact on the achievement of performance outcomes (Franco & Bourne 2004). In fact it is suggested that measurement has become such an accepted approach that few organisations genuinely challenge why they should measure in the first place, concentrating instead on what can be measured and how to measure it (Robson 2004). In many cases the relationship between the measurement of performance and the achievement of performance outcomes is often described simplistically with catchall phrases like “you can’t manage what you can’t measure”. These phrases imply a simple association between measurement and action in order to achieve performance. The reality of the relationship is however far more complex and the existence of a positive relationship between measurement and performance outcomes have yet to be definitively proven in the literature. Difficulties lie in the ability of researchers to capture the underlying factors that may mediate the relationship between measurement and performance and the considerable influence of organisational structures, culture or operating environments on the achievement of performance. The complex social structures at
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Page Created: Friday 9 April 2010 11:59:41 by ri0002
Last Modified: Tuesday 13 October 2015 09:17:21 by pj0010
Expiry Date: Saturday 9 July 2011 11:57:50
Assembly date: Wed Aug 24 19:15:51 BST 2016
Content ID: 26379