Donald E. Hawkins

Transferring tourism knowledge: the role of higher education institutions.

SUMMARY Knowledge sharing and quality assurance in hospitality and tourism is a very broad topic to cover. This paper focuses mainly on the role of higher education in transferring knowledge into practice. Knowledge can be defined as “an understanding of something and the ability to use that understanding through study and experience.”1

Experiential education in graduate tourism studies: An international consulting practicum

ABSTRACT The demands of todays global economy underscore the importance of experiential learning in the field of tourism. Two increasingly popular forms of experiential learning are study abroad and the consulting practicum. Both are utilized in the international tourism consulting practicum conducted by the Department of Tourism and Hospitality Management at The George Washington University (GW). This paper reviews GWs recent practicum experiences in Bulgaria, Dominica and Honduras, focusing on challenges faced, results achieved, and lessons learned.

A Protected Areas Ecotourism Competitive Cluster Approach to Catalyse Biodiversity Conservation and Economic Growth in Bulgaria

This paper focuses on how small ecotourism and related supply chain businesses in gateway communities can be linked to protected areas by organising them into competitive clusters focused on their comparative advantages and uniqueness. It examines pilot project work in Bulgaria in small communities near the Rila and Central Balkan National Park. It shows how Bulgaria might develop its ecotourism potential by replicating this approach. The Bulgarian experience holds potential for replication in other protected areas and gateway communities using collaborative tools based upon lessons learned from the model sites and from ecotourism cases around the world, including: (1) developing an inclusive stakeholder group; (2) fostering education within gateway communities near protected areas; (3) strengthening the legal and regulatory framework; (4) expanding small and medium size enterprises (SMEs) and entrepreneurship opportunities; (5) expanding destination management capacity at the community level; (6) linking protected area sites to less visited areas; (7) implementing environmental management and certification programmes; (8) expanding financing for protected areas; (9) using the Internet for linking and branding the network; and (10) developing indicator or monitoring systems.

Event Management Implications for Tourism Education

Event management includes the functions of creating, planning, marketing, coordinating, supervising and evaluating those activities requiring public assembly for the purpose of promotion, education, reunion, advocacy and celebration. Event management requires competencies in administration, coordination, marketing, inter-personal skills, and the utilisation of human resources. This paper uses the umbrella term “event management” as a common reference point for four related certification programs: (1) Certified Festival Executive (CFE), (2) Certified Meeting Professional (CMP), (3) Certified Exposition Manager (CEM) and (4) Certified Special Events Professional (CFEP). Initiatives underway at The George Washington University are described, including event management related studies. It is concluded that colleges and universities should consider event management as an appropriate focus of curriculum development efforts at the undergraduate and levels. Specific issues which should be addressed are discussed.

A comparison of the National Geographic Stewardship Scorecard Ratings by experts and stakeholders for selected World Heritage destinations

The National Geographic Society Center for Sustainable Destinations Stewardship Scorecards for 2003 and 2006 compared ratings by “experts” for 33 World Heritage Site destinations. Nine (27.3%) improved by four or more points and six (18.2%) decreased by four or more points in the three years. In 2006, local stakeholders rated these World Heritage destinations using the same criteria as the experts. Stakeholders rated six destinations (18.2%) lower and almost half of the 33 destinations (48.8%) increased by five or more points. A moderate positive correlation was determined between the ratings of the experts and stakeholders. Comments by experts and stakeholders related to each of the scorecard criterion measures were analyzed. ANOVA and t-test were performed to examine the six stakeholder categories ratings for each of the six criteria and the results are presented. The assumptions and limitations of the survey methodology are discussed along with recommendations for improving the Destination Stewardship Scorecard Survey.

Reforming Higher Education: The Case of Jordan's Hospitality and Tourism Sector

This case cites efforts by Jordans higher education sector to reform policies and practices related to tourism- and hospitality-specialized programs. Technical assistance was provided during the period 2009 to 2011 by the United States Agency for International Development (USAID)-funded Jordan Tourism Development Project. The methodology employed a value-chain approach. Based upon study findings, strategic initiatives, and implementation, actions were recommended to the Ministry of Higher Education and Scientific Research and the Ministry of Tourism and Antiquities in Jordan. The article concludes with future directions relevant to tourism education outlined in Jordans National Tourism Strategy.

An empirical analysis of organizational commitment among American hotel sales and marketing professionals.

A total of 1,100 American hotel sales and marketing professionals were surveyed to examine how these professionals became committed to their organization. It was found that organizational commitment was mainly a function of work-related characteristics (Job satisfaction and professional commitment). Some theoretical and practical implications are also discussed.

Tourist holiday options: timeshare versus competition.

Abstract The timeshare industrys success has been limited by an unenthusiastic reception from consumers, governments, investors, and the media. The everincreasing world population, increasing GDP, and improved communications resulting from the technological revolution, all indicate an expanding tourism market. Although timeshares market share is currently increasing more rapidly than most other tourism sectors, to achieve its full growth potential the industry must improve its imagemarketing and products must be tailored to the requirements of consumers. Timeshare must demonstrate a significant social and economic contribution in order to obtain publicsector support and government incentives made available to traditional tourism industry.

Comparative study of the sustainability of donor-supported tourism clusters in developing economies

Abstract The viability and long-term cohesion of tourism clusters are seen to vary in different country contexts. This study examines the life cycle of tourism clusters in two geographically diverse developing economies their beginnings; forces that influence growth and long-term viability; type, duration and value of donor support; their possible decline, and sometimes rebirth. This study evaluates two tourism clusters in developing countries, beginning by benchmarking them against regional destination competitors; examining the enabling environments within which they operate; and finally, based on the country case studies, analyzing the donor-funded technical assistance programmes which enhanced their institutional capacity to develop tourism products and services. Together, these factors point to key lessons learned about the sustainability of donor-supported tourism clusters in Bosnia and Herzegovina and Sri Lanka. For comparative purposes, these two country case studies were selected for (1) their similarities as destinations receiving organized donor-agency support through a project, for the specific purpose of developing and enhancing the capacity of the tourism cluster and its actors; and (2) for the geographic differences—one in Asia, one in Europe—including variables such as different geographic competitors, different tourism products and services on offer, and different business/operating environments.

Prospects and challenges for tourism to the millennium

Abstract The following is an edited version of the observations and recommendations on an international forum on tourism to the year 2000 prepared by Dr Donald Hawkins, Director of the International Institute of Tourism Studies at The George Washington University, for the World Tourism Organization. The WTO sponsored the forum, which was held 22–23 October 1992 in Acapulco, Mexico.