Class Strategic Control of the Tourism Development

  • Presentation


    This curricular unit corresponds to the stage of monitoring the analytical, strategic and operational phases of the development process of a tourism destination, which are directly contemplated in seven curricular units of the master. For this reason, this curricular unit will establish a close articulation with those curricular units, especially with regard to the final work to be done by students.

  • Code


  • Syllabus


    1. Concept and types of strategic control

    2. The mission and strategy of the destination and the definition of objectives and performance measures

    3. Strategic alignment: linking strategy and objectives to operational areas

    4. Destination innovation and strategic control

    5. Identification and management of strategic risks and crisis

    6. Development and implementation of an integrated management and control system for the performance of the tourist destination

    7. Models and control tools: Delta Model; Tableaux de bord; Balanced scorecard; EFQM Model and CAF

  • Objectives


    In the strategic process, control plays an essential role in ensuring the achievement of objectives and providing a source of evaluation and essential knowledge for future strategic cycles. In this context, this curricular unit provides the skills for the creation of strategic control and evaluation systems in tourism destinations. The following specific objectives are considered:

    SO1 To design and implement strategic control and monitoring systems suitable for the development of the tourist destination.

    SO2 Enable the acquisition of the main concepts and tools of strategic control to support decision making.

    SO3 To understand how information affects the behavior of managers and the decision-making process.

    SOE4 To familiarize students with the models of performance-oriented management.

  • Teaching methodologies and assessment

    Teaching methodologies and assessment

    The classes are theoretical-practical, being worked in class multiple examples of real cases in such a way that the students are able to elaborate a strategic control system for a tourist destination. In addition to articles and books, digital media are also used with information on tourist destinations, taking advantage of the process of digitization of the sector including interaction of students with digital systems of strategic control developed for tourist destinations. Evaluation: 1 test - 25% of the grade; Final work. 75% with 3 partial deliveries worth 30, 25 and 20% respectively.

  • References


    • Evans, N. (2020), Strategic Management for Tourism, Hospitality and Events. Routledge.

    • Okumus, F.,  Altinay, L.,  Chathoth, P.,  Koseoglu, M.A. (2020). Strategic Management for Hospitality and Tourism. Routledge.

    • Evans, N., Campbell, D., & Stonehouse, G. (2003). Strategic Management for Travel and Tourism. Routledge.

    • Jawabreh, O., Shniekat. N., Saleh, M., Ali, B. (2022). The Strategic Deployment of Information Systems Attributes and Financial Performance in The Hospitality Industry. Inf. Sci. Lett. 11(5): 1419-1426.

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