Hospitality and information technology
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Date
2018
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جامعة الشيخ عبدالله البدري
Abstract
The strong competition in today’s commerce setting means that tourism and hospitality
businesses have to work hard to keep and develop their competitiveness [1]. The hospitality
business is not technology leaning by nature, but the growing stress from complicated clientele,
jointly with the information-concentrated features of the commerce, are prompting managers to
hold IT to gather present and future business requests [2]. Promoting efficiency is the
fundamental role of information technology (IT) in the accommodation business, as information
resources have long played a major role in conducting winning accommodation processes [3].
Information technology can supply hospitality firms with a continual spirited benefit, provided
the technology complements processes. The key constituent in achieving a competitive gain is to
recognize the drivers of response lag, which is the occasion it takes for competitors to imitate an
IT initiative, if they are talented to do so. The drivers can be categorized into one of the
subsequent four barriers to erosion of spirited gain: (a) IT-resources barrier, (b) complementaryresources fence, (c) IT-scheme fence, and (d) preemption fence [4]. One of the most issues
plaguing the progression of technology in the hospitality business is the complexity in scheming
return on investment. [5]. In the precedent, when they were targeting huge organizations only,
their absence from the hospitality commerce could have been credited to the fact that the bulk of
hotels and restaurants are little and average size enterprises (SMEs). Presently, however, ERP
vendors are advertising “light” ERP packages to (SMEs) [6-8].Winning foreword of information
technology uses in a variety of processes of hotel organization is fundamental to most service
firms. In current decades, technologies of information, automation, and communication are more
and more familiar as vital components of a hotel company’s strategic plan