Internal Environment for Innovation in Tourism and Hospitality

This assignment presents a blog post analyzing the internal environment within the tourism and hospitality sector, emphasizing its significance for effective management. It reviews two articles: one academic paper examining hotel managers' perceptions of the internal environment for innovation in Egyptian hotels and another news article discussing sustainability, recruitment, and leadership development in the cruise industry. The analysis connects these articles to the concept of flexibility in management, drawing on Quinn's competing values framework and highlighting the importance of talent management, employee efficiency, and adaptability. The post also references the theory of planned behavior and explores how factors like demographics and work-life balance influence innovation and business success. The assignment aims to foster an understanding of how managers can cultivate a positive internal environment to drive innovation, enhance employee engagement, and adapt to external market changes, thereby contributing to organizational growth and competitiveness.

Running Head: MASTER OF INTERNATIONAL TOURISM AND HOTEL MANAGEMET
Master of International Tourism and Hotel Management
Name of Student:
Name of University:
Author’s Note:

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MASTER OF INTERNATIONAL TOURISM AND HOTEL MANAGEMET
Blog 1
Journal Article: Hotel Managers’ Perception of the Internal Environment for Innovation: The
Case of Egyptian Hotels
Authors: Karam Gomaa Mohamed Zaki
Link to Source: http://journals.fayoum.edu.eg/index.php/Tourism/article/download/274/261
Topic: Understanding the internal environment is a necessary attribute of a modern tourism and
hospitality manager
This work aims to develop a model of innovation through the assessment of the
perceptions of managers about the internal environment of their hotel organisations. The author
initially developed a theoretical model of the determinants of innovation and their respective
outcomes, to assist hotel managers and executives to deal with innovation in a better way, which
would help them deal with competition and recession. He also highlighted the importance of
perceived innovation by analyzing the responses of a number of hotel managers in Cairo and the
manager of Sharm El-Sheikh resort, based in Egypt. The theoretical concept of this framework is
mainly based on the attitude-behaviour theory (Ajzen 1991).
Determinants of innovation, such as demographic factors, work-life balance, usage of
sustainability indicators, knowledge of the importance of innovation, were discovered and
examined. The research involved a questionnaire survey conducted over 450 hotel managers in
55 five-star hotels based in Cairo and Sharm El-Sheikh. The hypotheses were tested using the
Structure equation modelling. The results revealed that the key determinants of innovation and
some demographic factors such marital status, gender, education and age affected the construct

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MASTER OF INTERNATIONAL TOURISM AND HOTEL MANAGEMET
of perceived innovation and success of business. Quinn (1988, p. 47) mentioned in his human
relations culture that such demographic factors were influenced by flexibility and an internal
focus, and is broadly orientated toward human commitment
Blog 2
News Article: Sustainability, Recruitment and Leadership Development in the Cruise Industry
Author: Thomas Mielke
Link to Source: https://www.hospitalitynet.org/opinion/4094645.html
Topic: Understanding the internal environment is a necessary attribute of a modern tourism and
hospitality manager
The article narrates the take of the author Thomas Mielke, the managing director of
London-based AETHOS Consulting Group, as focuses on the development of internal talent for
the hospitality industry, particularly the cruise sector. He emphasized on the importance of talent,
and pointed out the advantages of revised recruitment strategies which have helped identify
candidates with potential and adaptability. This can be related to Quinn’s (1988) culture of open
systems, which is characterised by flexibility and focuses towards expansion and adaptation to
the external environment, and values adaptability, readiness and growth.
Mielke also points out the focus of cruise companies are laying on improving their
existing in-house talent management. In an attempt to balance the fresh recruits and retaining
previous staff, companies have improved at identifying whom they already have on their payroll
and what are their specific development capabilities (Lucidchart, 2019). Cruises along with other

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MASTER OF INTERNATIONAL TOURISM AND HOTEL MANAGEMET
hospitality management staff should focus on developing employee efficiency through better
training and improving attitudes through better internal environment and workplace atmosphere
(Management 2019). Leadership is another key point of focus as issues in leadership
development has also intensified resulting in relatively low international mobility, within the
industry.
References:
Ajzen, I., 1991. The theory of planned behavior. Organizational behavior and human decision
processes, 50(2), pp.179-211.
Quinn, RE. (1988) Beyond rational management: Mastering the paradoxes and competing
demands of high performance. San Francisco: Jossey-Bass
Management, P. (2019). Internal Environment in Management in Principles of Management
Tutorial 31 August 2019 - Internal Environment in Management in Principles of Management
Tutorial (9225) | Wisdom Jobs India. [online] Wisdomjobs.com. Available at:
https://www.wisdomjobs.com/e-university/principles-of-management-tutorial-293/the-internal-
environment-9225.html [Accessed 31 Aug. 2019].
Lucidchart (2019). 3 Ways to Enhance Your Organization’s Talent Management Process |
Lucidchart Blog. [online] Lucidchart.com. Available at: https://www.lucidchart.com/blog/how-
to-enhance-your-talent-development-process [Accessed 31 Aug. 2019].