Cornell Peter and Stephanie Nolan School of Hotel Administration

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https://hdl.handle.net/1813/11779
The School of Hotel Administration (SHA) collections in eCommons offer electronic access to unique material that reflects and supports the scholarly community of the School of Hotel Administration at Cornell University. Curated by the Nestlé Library and maintained by Cornell University Library, the SHA collections contain works selected from the scholarly output of School of Hotel Administration faculty, centers, and institutes. Additionally, the collections include materials vital to the research of scholars and practitioners within the fields of business, hospitality management, real estate, and other fields in which the School of Hotel Administration is a leader.

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Browsing Cornell Peter and Stephanie Nolan School of Hotel Administration by Type "report"

Now showing 1 - 15 of 15
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    2019-2020 Year in Review
    The Center for Innovative Hospitality Labor and Employment Relations (2020-10-15)
    2019-2020 Annual Review published by the staff of the Center for Innovative Hospitality Labor and Employment Relations (CIHLER) at Cornell University's School of Hotel Administration.
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    2019-2020 Year in Review
    Center for Real Estate and Finance (2020-09-30)
    2019-2020 Annual Review published by the staff of the Center for Real Estate and Finance (CREF) at Cornell University's School of Hotel Administration.
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    2019-2020 Year in Review
    Center for Hospitality Research (2020-10-08)
    2019-2020 Annual Review published by the staff of the Center for Hospitality Research (CHR) at Cornell University's School of Hotel Administration.
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    2020-2021 Annual Review
    Center for Real Estate and Finance (2021-10-18)
    2020-2021 Annual Review published by the staff of the Center for Real Estate and Finance (CREF) at Cornell University's School of Hotel Administration.
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    2020-2021 Year in Review
    The Center for Innovative Hospitality Labor and Employment Relations (2021-11-09)
    2020-2021 Annual Review published by the staff of the Center for Innovative Hospitality Labor and Employment Relations (CIHLER) at Cornell University's School of Hotel Administration.
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    2020-2021 Year in Review
    Cornell Institute for Food and Beverage Management (CIFBM) (2021-10-18)
    2020-2021 Annual Review published by the staff of the Cornell Institute for Food and Beverage Management (CIFBM) at Cornell University's School of Hotel Administration.
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    2020-2021 Year in Review
    Pillsbury Institute for Hospitality Entrepreneurship (2021-10-18)
    2020-2021 Annual Review published by the staff of the Leland C. and Mary M. Pillsbury Institute for Hospitality Entrepreneurship (PIHE) at Cornell University's School of Hotel Administration.
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    2021 - 2022 Year in Review
    The Center for Innovative Hospitality Labor and Employment Relations (2021-11-02)
    2020-2021 Annual Review published by the staff of the Center for Innovative Hospitality Labor and Employment Relations (CIHLER) at Cornell University's School of Hotel Administration.
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    2021-2022 Annual Review
    Center for Real Estate and Finance (2022-09-13)
    2021-2022 Annual Review published by the staff of the Center for Real Estate and Finance (CREF) at Cornell University's School of Hotel Administration.
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    2023 Cornell Real Estate Review
    Baker Program in Real Estate (2023-07-10)
    Volume 21 (2023) of the Cornell Real Estate Review
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    Center for Real Estate and Finance 2022-2023 Year in Review
    Cunningham, Elizabeth (The Center for Real Estate and Finance, 2023-07-01)
    2022-2023 Annual Review published by the staff of the Center for Real Estate and Finance (CREF) at the Cornell Nolan School of Hotel Administration.
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    Cyborg Service: The Unexpected Effect of Technology in the Employee–Guest Exchange
    Giebelhausen, Michael D. (2014-10-01)
    Hotels, restaurants, and other hospitality industry operations are experimenting with self-service kiosks, tablet devices, and other technologies intended to augment or replace interactions between guests and front-line employees. While the combination of technology and people is designed to improve service, research suggests that service technologies can impede development of employee-guest rapport and lead to lower service evaluations. The studies presented in this report apply social equity theory to determine when (and why) technology can improve guests’ satisfaction with the service process and when it diminishes the guest experience. Equity theory suggests that when the use of technology prevents guests from responding to an employee’s friendly advances, guests experience psychological tension and decrease their evaluations of the service experience. The reverse situation also applies, so that when employees are less than friendly the barrier created by technology increases service evaluations by reducing guest anger. However, it is not always the case that friendly frontline staff and technology don’t mix. In a follow up field experiment, guests who used a Monscierge Connect Lobby touchscreen located not far from a bell stand preferred interacting with the technology when a hotel employee was nearby though not directly engaging guests. Thus, frontline employees should still develop a rapport with guests, but when technology acts as an “equity barrier,” the employees should provide guests with “social space,” without abandoning them entirely.
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    Duty of Care Benchmarking Tool
    Enz, Cathy; Thompson, Gary (2020-09-29)
    For any organization, “Duty of Care” is the obligation to avoid or diminish any reasonably foreseen harm to customers and employees resulting from exposure to the coronavirus that causes COVID-19. This obligation includes reducing or eliminating the spread of the disease. Standards in the form of protocols, processes, guidelines, and actions are currently being proposed and implemented by governments and organizations to “take care” to prevent infection and harm. Standards of care help to regulate employee behavior by providing clear expectations of behavior and decision-making criteria. Formalizing rules, procedures, standards, processes, and guidelines serve as a compliment to managerial oversight and help companies run smoothly with improved efficiency and coherence in Duty of Care activities.
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    Managing a Wine Cellar Using a Spreadsheet
    Thompson, Gary (2020-09-29)
    Using examples from Version 4 of Wine Cellar Management Tool, this report describes the many spreadsheet-based analyses in this tool that can assist an individual, restaurant, or bar in managing a wine cellar. The primary motivation for developing Version 4 was to expand the capability of the tool to assist cellar owners in making decisions about how to manage a purposeful decrease in the size of their cellars. In addition to providing insight into the key questions of what to consume and what to promote, the tool shows such interesting and informative analyses as appellations, vintages, and types of wine. In the tool described in this report, the spreadsheet itself incorporates form-based sets of data entry fields. The Wine Cellar Management Tool Version 4, which is available at no charge from The Center for Hospitality Research at Cornell University, does not require actual knowledge of how to construct a spreadsheet. It does require diligent data entry regarding wine purchases and withdrawals.
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    Pre- and Post-COVID Travel Preferences
    Canina, Linda; McQuiddy-Davis, Nicole (2020-09-29)
    COVID-19 has disrupted travel and the hospitality industry like no other historical event. As travel slowly resumes in the US under strict government guidelines, our survey results suggest that travel-related businesses like hotels are now serving a more cautious guest who appreciates mask wearing, social distancing, and increased cleaning. Respondents’ preference for virtual business meetings and using their personal car for future leisure travel increased, while respondents’ preference for staying in urban properties for future leisure and business travel decreased. Beyond that, however, results show that travel preferences for price segments (e.g. luxury, midscale, upscale, etc.) and accommodation type (e.g. major brand hotels, alternative accommodations, independent hotels) remained relatively unchanged; that is, respondents who preferred staying in major brand hotels before COVID did not suddenly prefer alternative accommodations like Airbnb, and the reverse did not happen either. Somewhat unexpectedly, however, 95% of respondents indicated they were likely to travel in the next 3-12 months for leisure, business meetings, and professional conferences.