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Strategic Management of Tourist Companies

Code: 104955
Credits: 6
2026/2027
Degree programme Type Course
Tourism OB 3

Contact lecturer

Name :
Jordi Datzira Masip
Email :
jordi.datzira@uab.cat

Group languages

You can consult this information at the end of the document.

Prerequisites

There are no prerequisites.

Objectives

The main objective of this course is to provide students with current knowledge and practical skills in strategic management of tourist companies. This is especially important in order to provide up-to-date applied knowledge of fundamental strategic issues, their pitfalls, and how to “read between-the-lines” of strategic management. During the course, we will analyse how external and internal factors shape the company’s strategic approaches, and what tools are available for the companies to define the best strategic options available to succeed in the marketplace.

The course has the following learning objectives:

  • Understand the concept of strategy and the factors that affect strategic decision- making, implementation and evaluation.
  • Understand the relationship between strategic planning and business performance.
  • Conduct in-depth organizational, industrial and environmental analysis within the tourism industry.
  • Understand how the differences in the economic, socio-cultural, political and legal environments among countries affect the decision-making process and strategic paths.
  • Develop strategies for domestic and international operations.
  • Apply the information received during theoretical sessions to current situations involving tourist companies internationally and/or globally active.

Learning outcomes

  1. Develop a capacity for independent learning.
  2. Use communication techniques at all levels.
  3. Take decisions in situations of uncertainty, taking into account potential consequences of these decisions in the short, medium and long term.
  4. Plan, organise and coordinate a work team, creating synergies and showing empathy.
  5. Work in a team.
  6. Have a business vision, pinpoint the customer's needs and pre-empt possible changes in the environment.
  7. Behave responsibly towards the environment.
  8. Analyse and diagnose the situation of a tourist destination, resource or space.
  9. Perform an internal and external analysis to diagnose a business's commercial situation.
  10. Apply the techniques of budgeting and strategic planning.
  11. Identify and evaluate new business opportunities in the sector.
  12. Identify the resources and capacities needed to develop new businesses.
  13. Develop skills in leadership and conflict management.
  14. Develop the skills needed to adapt to new business scenarios.
  15. Develop problem-solving skills in business.
  16. Behave ethically and adapt to different intercultural contexts.
  17. Display a customer service orientation.

Contents

Introduction to the unit Strategic Management of Tourist Companies

Topic 1: The concept of strategy

Topic 2: The tools of strategic analysis

Topic 3: Macro environment and external analysis

Topic 4: Internal analysis

Topic 5: Competitive strategies

Topic 6: Growth and development strategies

Topic 7: Internationalization strategies


Learning activities and methodology

Title Hours ECTS Learning outcomes
Project Development 15 0.6 1, 3, 6, 7, 11, 12, 13, 14, 15, 16
Public presentation of the Project 4 0.16 1, 2, 3, 4, 5, 7, 10, 13, 14, 15, 17
Study 15 0.6 1
Resolution of Practical cases 30 1.2 1, 3, 4, 5, 6, 13, 14, 15, 17
Theoretical classes 30 1.2 6, 8, 9, 11, 12
Resolutions of practical cases 15 0.6 1, 2, 3, 4, 5, 7, 9, 10, 11, 12, 13, 14, 15, 16
Tutorials 24 0.96 1, 6

The teaching methodology is based on a continuous evaluation, combining theoretical content, practical in-class activities, research and analysis, presentations, and reports. Assistance and participation in class during the semester will also be assessed. Therefore, classes will be conducted in seminar format promoting student’s participation. It is important to remark that most of the theoretical material is needed to tackle the case studies and presentations. Fundamental theoretical notions and special issues in strategic management will be discussed in class and applied on case studies and assessments.

Annotation: within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.

Assessment

Continuous assessment activities

Title Weight Hours ECTS Learning outcomes
Assistance and participation 15% 0 0 2, 3, 4, 5, 6, 7, 8, 9, 11, 12, 13, 14, 15, 16, 17
End term evaluation 25% 2 0.08 1, 4, 6, 7, 8, 9, 10, 12, 13, 16, 17
Project (group) 40% 5 0.2 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 16, 17
Practical in-class activities 20% 10 0.4 2, 3, 4, 5, 8, 9, 11, 12, 14, 16

Continuous evaluation

The continuous evaluation is composed of one evaluation (individual), a project (group), two practical in-class activities, and the participation and assistance in class. To pass the continuous evaluation, students need to reach a minimum of 3.5 out of 10 in each of the assessments. Otherwise, students will have to do the final evaluation at the end of the semester.


Evaluation activities summary

Practical in-class activities 20%
Project (group) 40%
End term evaluation (individual) 25%
Assistance and participation 15%


Unique evaluation

The unique evaluation is composed of three individual assessments to be delivered during the semester, and the final evaluation at the end of the semester.

Assessment 1: Strategic position project report 20%
Assessment 2: Case study presentation and video 20%
Assessment 2: Strategic choices and implementation project report 20%
Final evaluation 40%


Evaluations (end-term evaluation, final evaluation, and re-evaluation)

The evaluations include the following format in three parts:

  • Part 1: Quiz (15%)
  • Part 2: Short questions (30%)
  • Part 3: Long questions (50%)


The grade for the subject will be NOT EVALUABLE when the student attends less than half of the assessment activities and/or does not attend the final exam.


Ethical considerations

In the event of a student committing any irregularity that may lead to a significant variation in the grade awarded to an assessment activity, the student will be given a zero for this activity, regardless of any disciplinary process that may take place. In the event of several irregularities in assessment activities of the same subject, the student will be given a zero as the final grade for this subject.


Restricted use of AI systems

This subject allows the use of AI technologies exclusively for support tasks such as bibliographic or content-based searches, text correction or translations, other specific situations may be contemplated, as deemed appropriate by the teacher.

The student must clearly (i) identify which parts have been generated using AI technology; (ii) specify the tools used; and (iii) include a critical reflection on how these have influenced the process and outcome of the activity.

Lack of transparency regarding the use of AI in the assessed activity will be considered academic dishonesty; the corresponding grade may be lowered, or the work may even be awarded a zero. In cases of greater infringement, more serious action may be taken.

Bibliography

Prescribed bibliography:

Evans, N. (2020). Strategic Management of tourism, hospitality and events (3rd Ed.). London: Routledge.

Johnson, G. (2015). Fundamentals of strategy (3rd Ed.) Harlow: Pearson.


Recommended bibliography:

Adner, R. and Zemsky, P. (2006). A demand-based perspective on sustainable competitive advantage. Strategic Management Journal, 27, 215-239.

Arend, R. J., Zhao, L., Song, M., and Im, S. (2017). Strategic planning as a complex and enabling managerial tool. Strategic Management Journal, 38, 1741-1752. DOI: 10.1002/smj.2420

Bowman, E. H., and Helfat, C. E. (2001). Does corporate strategy matter? Strategic Management Journal, 22, 1-23.

Campbell, B. A., Coff, R., and Kryscynski, D. (2012) Rethinking sustained competitive advantage from human capital. Academy of Management, 37, 3, 376-395. DOI: http://dx.doi.org/10.5465/amr.2010.0276

Colbert, B. A. (2004). The complex Resource-Based View: implications for theory and practice in strategic human resource management. Academy of Management, 29, 3, 341-358.

Ebben, J. J., and Johnson, A. C. (2005). Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. Strategic Management Journal, 26, 1249–1259

Elbanna, S. and Child, J. (2007). Influences on strategic decision effectiveness: development and test of an integrative model. Strategic Management Journal, 28, 431-453. DOI: 10.1002/smj.597

Evans, N., Campbell, D., and Stonehouse. G. (2003). Strategic Management for travel and tourism. Oxford: Elseveier.

Hitt, M. A., Ireland, R.D., Hoskisson, R. E., and Harrison, J. S. (2023). Strategic Management: competitiveness and globalization. Concepts and cases.Singapore: Cengage learning.

Huang, L., and Knight, A. P. (2017). Resources and relationships in entrepreneurship: and exchange theory of the development and effects of the entrepreneur-investor relationship. Academy of Management, 42, 1, 80-102. DOI: http://dx .doi .or g/10.5465/ami .2014.0397

Hult, T. M., Ketchen, D. J. JR., and Arrfelt, M. (2007) Strategic supply chain management: improving performance through a culture of competitiveness and knowledge development. Strategic Management Journal, 28, 1035-1052. DOI: 10.1002/smj.627

Inkpen, A. C., and Tsang, E. W. K. (2005). Social capital, networks, and knowledge transfer. Academy of Management, 30, 1, 146-165.

Jawahar, I. M., and McLaughlin, G. L. (2001). Toward a descriptive stakeholder theory: an organizational life cycle approach. Academy of Management, 26, 2, 397-414.

Kang, S-C., Morris, S. S., and Snell, S. A. (2007). Relational archetypes, organizational learning, and value creation: extending the human resource architecture. Academy of Management, 32, 1, 236-256.

Kirtley, J., and O'Mahony, S. (2023) What is a pivot? Explaining when and how entrepreneurial firms decide to make strategic change and pivot. Strategic Management Journal, 44, 197-230. DOI: 10.1002/smj.3131

Lieberman, M. B., and Asaba, S. (2006). Why do firms imitate each other? Academy of Management, 31, 2, 366-385.

Priem, R. L. (2007). A consumer perspective on value creation. Academy of Management, 32, 1, 219-235.

Rodriguez, P., Uhlenbruck, K., and Eden, L. (2005). Government corruption and the entry strategies of multinationals. Academy of Management, 30, 2, 383-396.

Schmidt, J., and Keil, T. (2013). What makes a resource valuable? Identifying the drivers of firm-idiosyncratic resource value. Academy of Management, 38, 2, 206-228. DOI: http://dx.doi.org/10.5465/amr.2010.0

Scott, S.G., and Lane, V. R. (2000). A stakeholder approach to organizational identity. Academy of Management, 25, 1, 43-62.

Song, M., Calantone, R. J., and Di Benedetto, A. C. (2002). Competitive forces and strategic choice decisions: an experimental investigation in the United States and Japan. Strategic Management Journal, 23, 969–978. DOI: 10.1002/smj.258

Wunder, T. (2019). Rethinking strategic management: sustainable strategizing for positive impact. CSR, Sustainability, Ethics & Governance.

Yin, X., and Shanley, M. (2008). Industry determinants of the \"Merger versus Alliance\" decision. Academy of Management, 33, 2, 473-491.

Software

  • MS Teams/Zoom
  • MS Office

Course groups and languages

The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE

Type of teaching Group Language Semester Shift
(TE) Theory 1 English second semester morning-mixed
(TE) Theory 2 English second semester morning-mixed