Description
The purpose of this Editorial is to introduce the reader to seven training exercises in
tourism.
International Journal of Culture, Tourism and Hospitality Research
Experiential learning exercises for tourism and hospitality executive training:
Introduction to a special issue on tourism management
Drew Martin Arch G. Woodside
Article information:
To cite this document:
Drew Martin Arch G. Woodside, (2007),"Experiential learning exercises for tourism and hospitality executive
training", International J ournal of Culture, Tourism and Hospitality Research, Vol. 1 Iss 4 pp. 269 - 272
Permanent link to this document:http://dx.doi.org/10.1108/17506180710824145
Downloaded on: 24 January 2016, At: 22:04 (PT)
References: this document contains references to 6 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 1028 times since 2007*
Users who downloaded this article also downloaded:
J ill Poulston, (2008),"Hospitality workplace problems and poor training: a close relationship",
International J ournal of Contemporary Hospitality Management, Vol. 20 Iss 4 pp. 412-427 http://
dx.doi.org/10.1108/09596110810873525
J ane Moriarty, Rosalind J ones, J ennifer Rowley, Beata Kupiec-Teahan, (2009),"Executive training exercises
in small hotel marketing", International J ournal of Culture, Tourism and Hospitality Research, Vol. 3 Iss 4
pp. 337-346http://dx.doi.org/10.1108/17506180910994550
Tom Baum, (2012),"Human resource management in tourism: a small island perspective",
International J ournal of Culture, Tourism and Hospitality Research, Vol. 6 Iss 2 pp. 124-132 http://
dx.doi.org/10.1108/17506181211233054
Access to this document was granted through an Emerald subscription provided by emerald-srm:115632 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for
Authors service information about how to choose which publication to write for and submission guidelines
are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as
providing an extensive range of online products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee
on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive
preservation.
*Related content and download information correct at time of download.
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
Editorial
Experiential learning exercises
for tourism and hospitality
executive training
Introduction to a special issue
on tourism management
Drew Martin
College of Business and Economics, University of Hawaii, Hilo, Hawaii, USA, and
Arch G. Woodside
Department of Marketing, Carroll School of Management, Boston College,
Chestnut Hill, Massachusetts, USA
Abstract
Purpose – The purpose of this Editorial is to introduce the reader to seven training exercises in
tourism.
Design/methodology/approach – Introduces the papers in this special issue.
Findings – Effective learning requires doing–practice–failure–interpreting–experiencing success,
rather than listening and watching.
Originality/value – Provides an introduction to experiential learning exercises for tourism and
hospitality executive training.
Keywords Experiential learning, Training, Tourism
Paper type General review
Introduction
In training, Schank (2005, p. 6) recommends “don’t telling anyone anything ever.” Telling
does not lead to learning because learning requires doing. “Training environments should
emphasize active engagement with stories, cases, and projects” (Schank, 2005, p. xii).
The seven executive training exercises in tourism in this IJCTHR special issue
embraces Shank’s propositions eventhoughthe special issue violates the followingdictum:
In real life, you can’t go down a list of alternatives and chose the best one. Any training
program that lets us choose from alternatives is usually just playing a trick on us (Schank,
2005, p. 10).
Some parts of the seven training exercises include alternative solutions for the reader to
ponder and select one solution. While in real-life problems and opportunities do not come
with an explicit list of options to select from, the view adopted in developing the training
exercises is that creating tourism management stories describing dilemmas with explicit
options is a useful learning method located between lecturing and learning fromcase study
without explicit options. The novice bene?ts fromconsideringa list of explicit options – the
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1750-6182.htm
Editorial
269
International Journal of Culture,
Tourism and Hospitality Research
Vol. 1 No. 4, 2007
pp. 269-272
qEmerald Group Publishing Limited
1750-6182
DOI 10.1108/17506180710824145
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
novice learns to think beyond making a go versus no-go decision in regard to one option –
and should learn that creating a list of four plus options increases the likelihood of crafting
an exceptional solution. Crafting such exceptional solutions is more likely to occur with
increasing experiences with multiple versus listening-only learning contexts (i.e. listening
to a lecture). More importantly, the novice executive decision-maker bene?ts fromweighing
the pro and con arguments for each of several options and often lacks the ability to craft
alternative options without ?rst experiencing multiple-option learning modules.
The key point: effective learning requires doing-practice-failure-interpreting-
experiencing success rather than listening and watching. Kolb and Fry (1975) argue
that effective learning entails the possession of four different abilities: concrete
experience abilities, re?ective observation abilities, abstract conceptualization abilities,
and active experimentation abilities. While Kolb and Fry (1975) focus on identifying
learning styles as personality traits, their research and the research of other learning
scholars (Boud et al., 1985) emphasize that active doing versus passive listening is a
necessity for effective learning. Such active doing needs to include practice,
re?ecting-sensemaking between practice sessions, new rounds of learning-experiences
with variations in learning contexts of similar problems, and forming multiple abstract
concepts and mental-physical routines to apply in new learning contexts.
Consequently, each contribution in this special issue includes more than
problem-opportunity module. The executive-in-training (i.e. all of us) is asked to
solve a basic and an advanced training exercise. The advanced training exercises
come without training wheels – they offer no alternative solutions to select from – the
suggestion is made here to the reader to craft multiple methods and multiple options in
solving these advanced exercises using their experiences with the prior training stories
in each contribution.
Good news: the contributions in this special issue offer solutions for the reader to
compare to her/his own solutions. You are asked to ponder and record your answer in
writing before reading these solutions. “That’s what I meant,” is too easy to rationalize if
you read the solutions by the contributor without ?rst writing down your own solutions.
Hopefully, this special issue is one step to developing a library of executive training
exercises with solutions in tourism management. Please accept the invitation to
contribute your own exercises and solutions for the next experiential learning special
issue – if you do accept this invitation; please send your contribution in for publication
consideration sometime before September 2008.
The following discussions serve to introduce the reader to the seven training
exercises. Reading all seven introductions may be helpful in deciding which exercise is
most interesting or applicable for your own learning needs.
Executive training in empowering program decisions
John Timmerman and Richard Lytle offer executive training to help overcome the
following human resources problems. Many organizations attempt to implement an
empowerment programamong employees but fewsucceed in bringing the programto full
bloom. One of the richest opportunities for empowerment to have its fullest impact is when
service failure occurs. Empowerment programs are often undermined by distrust,
management’s fear of giving away too much power, short-sighted attention to ?nancial
goals, and failure to reinforce and support empowered actions. As a result, employees
come to believe that promises of empowerment and job enrichment are simply tools to
IJCTHR
1,4
270
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
manipulate workers, making “empowerment” either a hollow attempt at participatory
management or, worse, a euphemism for work intensi?cation.
Executive training in non-performance and attrition charges in the
hospitality industry
Rex Toh, Barbara Yates, and Frederick DeKay provide nitty-gritty training in
handling an age-old problem in tourism management. Their executive training covers
issues relating to non-performance charges applied to individuals and attrition charges
applied to groups, which are assessed by hotels and cruise lines. Part 1 deals with
non-performance charges on individuals while Part 2 deals with attrition charges
directed at groups. Training exercises show how these charges can be calculated
from different points of view (the hotels and the guests) and by using different
methods, discuss the complex issues involved, and show how they can be resolved
fairly and productively in order to preserve goodwill all around.
Management learning exercise and trainer’s note for market segmentation
in tourism
Sara Dolnicar provides decision-making experience that increases insights into market
segmentation in tourism. This training exercise builds on the premise that all tourists are
not the same. Tourists prefer different destinations, engage in different vacation
activities and perceive different aspects of their vacation as important. Differences
(heterogeneity) among tourists enable the tourism industry to identify interesting groups
within the market who have similar and very distinct needs, target them, and gain
competitive advantage through offering superior service to a smaller group of tourists
instead of trying to satisfy the entire market’s diverse needs. The process of identifying
and learning about possible market segments that may be managerially useful is referred
to as market segmentation. This paper shows how researchers can develop learning
exercises for training analysts and executives in market segmentation techniques.
Executive training exercise in sport event leverage
Danny O’Brien and Laurence Chalip increase executives’ abilities to leverage the
impact of sport events. Sport events are capable of generating considerable short-term,
visitation-related bene?ts for host communities; and much research energy has been
devoted to exploring the economic impacts of sport events. However, this paper
recognizes that, particularly in the last decade, a paradigm shift has taken place in
parts of the international events community. While short-term economic gains
remain important, some stakeholders have begun to look beyond “impact” to focus on
achieving long term, sustainable outcomes. This move away from an ex post, outcomes
orientation, and more towards an ex ante; strategic approach to event bene?ts refers to
the phenomenon of event leveraging. This paper provides an introduction to the
literature on the strategic leveraging of sport events and presents three theoretical
models that depict various aspects of event leverage. Finally, the paper includes a
training exercise on the subject of sport event leverage along with answers.
Tourist harassment: review of the literature and destination responses
How should executives respond to tourist harassments? Jerome McElroy, Peter Tarlow,
and Karin Carlisle provide a practice exercise that helps increase executives’ ability in
Editorial
271
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
handling such problems. This paper reviews the literature on the extent and types of
tourist harassment principally in third world destinations. Some emphasis is given to
two trouble spots: the Caribbean in general and Jamaica in particular. In addition, case
studies of Barbados and Turkey are presented where survey research tracks the
contours of harassment in detail. Causal determinants also are discussed brie?y as well
as appropriate strategies for preventing or responding to harassment. The paper also
includes two practical training exercises for dealing with harassment situations.
Executive learning exercise and trainer’s notes for
importance-performance analysis (IPA): confronting validity issues
Tzung-Cheng and Jay Beaman provide hands-on training in importance-performance
analysis (IPA). Since, the inception of IPA by Martilla and James (1977), numerous
articles have appeared. Oh’s (2001) literature review ?nds a lack of theoretical
development and application validity. Matzler et al. (2004) demonstrate invalidity of a
common application of IPA/AGA, except under special conditions. To pursue validity
issues, these exercises explore two types of IPA/AGA that have different criteria. The
exercises introduce validity matters other than those that Oh (2001) and Matzler et al.
(2004) cover. The exercises stress logical thinking about using IPA in goal
achievement. In some cases, logic may dictate not using IPA.
Exercises and trainer’s note in sustainable tourism and dynamics
Robert Johnston and Timothy Tyrrell provide training focusing on increasing
executives’ abilities in sustainable tourism opportunities. These training exercises
address the fundamentals of tourism sustainability and dynamics. The ?rst exercise
addresses basic concepts of sustainability as applied to tourism development. The
second addresses the use of phase diagrams to illustrate the dynamic behavior and
change of tourism-related economic and environmental conditions over time. Together,
these exercises characterize potential con?icts, hazards, and tradeoffs implicit in the
choice among different sustainable or non-sustainable outcomes for tourism.
References
Boud, D., Keough, R. and Walker, D. (Eds) (1985), Re?ection: Turning Experience into Learning,
Kogan Page, London.
Kolb, D. and Fry, R. (1975), “Toward an applied theory of experiential learning”, in Cooper, C.
(Ed.), Theories of Group Processes, Wiley, New York, NY, pp. 33-58.
Martilla, J.A. and James, J.C. (1977), “Importance-performance analysis”, Journal of Marketing,
Vol. 41 No. 1, pp. 77-9.
Matzler, K., Bailom, F., Hinterhuber, H.H., Renzl, B. and Pichler, J. (2004), “The asymmetric
relationship between attribute-level performance and overall customer satisfaction:
a reconsideration of the importance-performance analysis”, Industrial Marketing
Management, Vol. 33 No. 4, pp. 71-277.
Oh, H. (2001), “Revisiting importance-performance analysis”, Tourism Management, Vol. 22
No. 6, pp. 617-27.
Schank, R.C. (2005), Lessons in Learning, Pfeiffer, San Francisco, CA.
IJCTHR
1,4
272
To purchase reprints of this article please e-mail: [email protected]
Or visit our web site for further details: www.emeraldinsight.com/reprints
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
This article has been cited by:
1. Drew Martin, Arch G. Woodside. 2009. Moving beyond pedagogy to andragogy: experimental learning
exercises for tourism/hospitality executive training. International Journal of Culture, Tourism and
Hospitality Research 3:4, 283-286. [Abstract] [Full Text] [PDF]
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
doc_441606286.pdf
The purpose of this Editorial is to introduce the reader to seven training exercises in
tourism.
International Journal of Culture, Tourism and Hospitality Research
Experiential learning exercises for tourism and hospitality executive training:
Introduction to a special issue on tourism management
Drew Martin Arch G. Woodside
Article information:
To cite this document:
Drew Martin Arch G. Woodside, (2007),"Experiential learning exercises for tourism and hospitality executive
training", International J ournal of Culture, Tourism and Hospitality Research, Vol. 1 Iss 4 pp. 269 - 272
Permanent link to this document:http://dx.doi.org/10.1108/17506180710824145
Downloaded on: 24 January 2016, At: 22:04 (PT)
References: this document contains references to 6 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 1028 times since 2007*
Users who downloaded this article also downloaded:
J ill Poulston, (2008),"Hospitality workplace problems and poor training: a close relationship",
International J ournal of Contemporary Hospitality Management, Vol. 20 Iss 4 pp. 412-427 http://
dx.doi.org/10.1108/09596110810873525
J ane Moriarty, Rosalind J ones, J ennifer Rowley, Beata Kupiec-Teahan, (2009),"Executive training exercises
in small hotel marketing", International J ournal of Culture, Tourism and Hospitality Research, Vol. 3 Iss 4
pp. 337-346http://dx.doi.org/10.1108/17506180910994550
Tom Baum, (2012),"Human resource management in tourism: a small island perspective",
International J ournal of Culture, Tourism and Hospitality Research, Vol. 6 Iss 2 pp. 124-132 http://
dx.doi.org/10.1108/17506181211233054
Access to this document was granted through an Emerald subscription provided by emerald-srm:115632 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald for
Authors service information about how to choose which publication to write for and submission guidelines
are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as
providing an extensive range of online products and additional customer resources and services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee
on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive
preservation.
*Related content and download information correct at time of download.
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
Editorial
Experiential learning exercises
for tourism and hospitality
executive training
Introduction to a special issue
on tourism management
Drew Martin
College of Business and Economics, University of Hawaii, Hilo, Hawaii, USA, and
Arch G. Woodside
Department of Marketing, Carroll School of Management, Boston College,
Chestnut Hill, Massachusetts, USA
Abstract
Purpose – The purpose of this Editorial is to introduce the reader to seven training exercises in
tourism.
Design/methodology/approach – Introduces the papers in this special issue.
Findings – Effective learning requires doing–practice–failure–interpreting–experiencing success,
rather than listening and watching.
Originality/value – Provides an introduction to experiential learning exercises for tourism and
hospitality executive training.
Keywords Experiential learning, Training, Tourism
Paper type General review
Introduction
In training, Schank (2005, p. 6) recommends “don’t telling anyone anything ever.” Telling
does not lead to learning because learning requires doing. “Training environments should
emphasize active engagement with stories, cases, and projects” (Schank, 2005, p. xii).
The seven executive training exercises in tourism in this IJCTHR special issue
embraces Shank’s propositions eventhoughthe special issue violates the followingdictum:
In real life, you can’t go down a list of alternatives and chose the best one. Any training
program that lets us choose from alternatives is usually just playing a trick on us (Schank,
2005, p. 10).
Some parts of the seven training exercises include alternative solutions for the reader to
ponder and select one solution. While in real-life problems and opportunities do not come
with an explicit list of options to select from, the view adopted in developing the training
exercises is that creating tourism management stories describing dilemmas with explicit
options is a useful learning method located between lecturing and learning fromcase study
without explicit options. The novice bene?ts fromconsideringa list of explicit options – the
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1750-6182.htm
Editorial
269
International Journal of Culture,
Tourism and Hospitality Research
Vol. 1 No. 4, 2007
pp. 269-272
qEmerald Group Publishing Limited
1750-6182
DOI 10.1108/17506180710824145
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
novice learns to think beyond making a go versus no-go decision in regard to one option –
and should learn that creating a list of four plus options increases the likelihood of crafting
an exceptional solution. Crafting such exceptional solutions is more likely to occur with
increasing experiences with multiple versus listening-only learning contexts (i.e. listening
to a lecture). More importantly, the novice executive decision-maker bene?ts fromweighing
the pro and con arguments for each of several options and often lacks the ability to craft
alternative options without ?rst experiencing multiple-option learning modules.
The key point: effective learning requires doing-practice-failure-interpreting-
experiencing success rather than listening and watching. Kolb and Fry (1975) argue
that effective learning entails the possession of four different abilities: concrete
experience abilities, re?ective observation abilities, abstract conceptualization abilities,
and active experimentation abilities. While Kolb and Fry (1975) focus on identifying
learning styles as personality traits, their research and the research of other learning
scholars (Boud et al., 1985) emphasize that active doing versus passive listening is a
necessity for effective learning. Such active doing needs to include practice,
re?ecting-sensemaking between practice sessions, new rounds of learning-experiences
with variations in learning contexts of similar problems, and forming multiple abstract
concepts and mental-physical routines to apply in new learning contexts.
Consequently, each contribution in this special issue includes more than
problem-opportunity module. The executive-in-training (i.e. all of us) is asked to
solve a basic and an advanced training exercise. The advanced training exercises
come without training wheels – they offer no alternative solutions to select from – the
suggestion is made here to the reader to craft multiple methods and multiple options in
solving these advanced exercises using their experiences with the prior training stories
in each contribution.
Good news: the contributions in this special issue offer solutions for the reader to
compare to her/his own solutions. You are asked to ponder and record your answer in
writing before reading these solutions. “That’s what I meant,” is too easy to rationalize if
you read the solutions by the contributor without ?rst writing down your own solutions.
Hopefully, this special issue is one step to developing a library of executive training
exercises with solutions in tourism management. Please accept the invitation to
contribute your own exercises and solutions for the next experiential learning special
issue – if you do accept this invitation; please send your contribution in for publication
consideration sometime before September 2008.
The following discussions serve to introduce the reader to the seven training
exercises. Reading all seven introductions may be helpful in deciding which exercise is
most interesting or applicable for your own learning needs.
Executive training in empowering program decisions
John Timmerman and Richard Lytle offer executive training to help overcome the
following human resources problems. Many organizations attempt to implement an
empowerment programamong employees but fewsucceed in bringing the programto full
bloom. One of the richest opportunities for empowerment to have its fullest impact is when
service failure occurs. Empowerment programs are often undermined by distrust,
management’s fear of giving away too much power, short-sighted attention to ?nancial
goals, and failure to reinforce and support empowered actions. As a result, employees
come to believe that promises of empowerment and job enrichment are simply tools to
IJCTHR
1,4
270
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
manipulate workers, making “empowerment” either a hollow attempt at participatory
management or, worse, a euphemism for work intensi?cation.
Executive training in non-performance and attrition charges in the
hospitality industry
Rex Toh, Barbara Yates, and Frederick DeKay provide nitty-gritty training in
handling an age-old problem in tourism management. Their executive training covers
issues relating to non-performance charges applied to individuals and attrition charges
applied to groups, which are assessed by hotels and cruise lines. Part 1 deals with
non-performance charges on individuals while Part 2 deals with attrition charges
directed at groups. Training exercises show how these charges can be calculated
from different points of view (the hotels and the guests) and by using different
methods, discuss the complex issues involved, and show how they can be resolved
fairly and productively in order to preserve goodwill all around.
Management learning exercise and trainer’s note for market segmentation
in tourism
Sara Dolnicar provides decision-making experience that increases insights into market
segmentation in tourism. This training exercise builds on the premise that all tourists are
not the same. Tourists prefer different destinations, engage in different vacation
activities and perceive different aspects of their vacation as important. Differences
(heterogeneity) among tourists enable the tourism industry to identify interesting groups
within the market who have similar and very distinct needs, target them, and gain
competitive advantage through offering superior service to a smaller group of tourists
instead of trying to satisfy the entire market’s diverse needs. The process of identifying
and learning about possible market segments that may be managerially useful is referred
to as market segmentation. This paper shows how researchers can develop learning
exercises for training analysts and executives in market segmentation techniques.
Executive training exercise in sport event leverage
Danny O’Brien and Laurence Chalip increase executives’ abilities to leverage the
impact of sport events. Sport events are capable of generating considerable short-term,
visitation-related bene?ts for host communities; and much research energy has been
devoted to exploring the economic impacts of sport events. However, this paper
recognizes that, particularly in the last decade, a paradigm shift has taken place in
parts of the international events community. While short-term economic gains
remain important, some stakeholders have begun to look beyond “impact” to focus on
achieving long term, sustainable outcomes. This move away from an ex post, outcomes
orientation, and more towards an ex ante; strategic approach to event bene?ts refers to
the phenomenon of event leveraging. This paper provides an introduction to the
literature on the strategic leveraging of sport events and presents three theoretical
models that depict various aspects of event leverage. Finally, the paper includes a
training exercise on the subject of sport event leverage along with answers.
Tourist harassment: review of the literature and destination responses
How should executives respond to tourist harassments? Jerome McElroy, Peter Tarlow,
and Karin Carlisle provide a practice exercise that helps increase executives’ ability in
Editorial
271
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
handling such problems. This paper reviews the literature on the extent and types of
tourist harassment principally in third world destinations. Some emphasis is given to
two trouble spots: the Caribbean in general and Jamaica in particular. In addition, case
studies of Barbados and Turkey are presented where survey research tracks the
contours of harassment in detail. Causal determinants also are discussed brie?y as well
as appropriate strategies for preventing or responding to harassment. The paper also
includes two practical training exercises for dealing with harassment situations.
Executive learning exercise and trainer’s notes for
importance-performance analysis (IPA): confronting validity issues
Tzung-Cheng and Jay Beaman provide hands-on training in importance-performance
analysis (IPA). Since, the inception of IPA by Martilla and James (1977), numerous
articles have appeared. Oh’s (2001) literature review ?nds a lack of theoretical
development and application validity. Matzler et al. (2004) demonstrate invalidity of a
common application of IPA/AGA, except under special conditions. To pursue validity
issues, these exercises explore two types of IPA/AGA that have different criteria. The
exercises introduce validity matters other than those that Oh (2001) and Matzler et al.
(2004) cover. The exercises stress logical thinking about using IPA in goal
achievement. In some cases, logic may dictate not using IPA.
Exercises and trainer’s note in sustainable tourism and dynamics
Robert Johnston and Timothy Tyrrell provide training focusing on increasing
executives’ abilities in sustainable tourism opportunities. These training exercises
address the fundamentals of tourism sustainability and dynamics. The ?rst exercise
addresses basic concepts of sustainability as applied to tourism development. The
second addresses the use of phase diagrams to illustrate the dynamic behavior and
change of tourism-related economic and environmental conditions over time. Together,
these exercises characterize potential con?icts, hazards, and tradeoffs implicit in the
choice among different sustainable or non-sustainable outcomes for tourism.
References
Boud, D., Keough, R. and Walker, D. (Eds) (1985), Re?ection: Turning Experience into Learning,
Kogan Page, London.
Kolb, D. and Fry, R. (1975), “Toward an applied theory of experiential learning”, in Cooper, C.
(Ed.), Theories of Group Processes, Wiley, New York, NY, pp. 33-58.
Martilla, J.A. and James, J.C. (1977), “Importance-performance analysis”, Journal of Marketing,
Vol. 41 No. 1, pp. 77-9.
Matzler, K., Bailom, F., Hinterhuber, H.H., Renzl, B. and Pichler, J. (2004), “The asymmetric
relationship between attribute-level performance and overall customer satisfaction:
a reconsideration of the importance-performance analysis”, Industrial Marketing
Management, Vol. 33 No. 4, pp. 71-277.
Oh, H. (2001), “Revisiting importance-performance analysis”, Tourism Management, Vol. 22
No. 6, pp. 617-27.
Schank, R.C. (2005), Lessons in Learning, Pfeiffer, San Francisco, CA.
IJCTHR
1,4
272
To purchase reprints of this article please e-mail: [email protected]
Or visit our web site for further details: www.emeraldinsight.com/reprints
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
This article has been cited by:
1. Drew Martin, Arch G. Woodside. 2009. Moving beyond pedagogy to andragogy: experimental learning
exercises for tourism/hospitality executive training. International Journal of Culture, Tourism and
Hospitality Research 3:4, 283-286. [Abstract] [Full Text] [PDF]
D
o
w
n
l
o
a
d
e
d
b
y
P
O
N
D
I
C
H
E
R
R
Y
U
N
I
V
E
R
S
I
T
Y
A
t
2
2
:
0
4
2
4
J
a
n
u
a
r
y
2
0
1
6
(
P
T
)
doc_441606286.pdf