Key Theme Of Redemption In The Kite Runner By Khaled Hosseini

Who has not done something that they should not have done? We all make mistakes. People always feel guilty for the wrong choices they make, and many seek redemption afterward. The idea of redemption and guilt is a key theme in the novel The Kite Runner by Khaled Hosseini. The novel revolves around the life of Amir and his journey of redemption for his past sins. The story begins in Afghanistan during the Soviet Invasion in 1970’s, when young Amir betrays his servant and best friend Hassan. Throughout the story Amir makes attempts to deal with his guilt by avoiding it, but he is unable to overcome his guilt until the end of the story when he redeems himself by adopting Hassans son. In The Kite Runner, Hosseini uses the internal conflict of†¦show more content†¦Amir’s guilt causes him to not be able to face Hassan; every time he saw Hassan he felt bad. He can not live in the same house with Hassan anymore and wants to kick him out of the house to avoid his guilt. Then, after asking Baba about getting new servants and being rejected, Amir places a couple of the envelopes of cash and his new watch under Hassan’s mattress to frame him as a thief. Amir â€Å"knocked on Baba’s door and told what I hoped would be the last in a long line of shameful lies† (Hosseini 104). The quote shows that Amir wants to cover up his guilt by lying to Baba. Even though Amir understands lying is the biggest sin, as Baba had always taught him, he still lies to Baba to achieve his own goal to let Hassan leave. He believed that making Hassan leave his home will overcome his guilt. Even though Hassan was innocent, he still pretends to be guilty and leaves with Ali. Amir could not get the redemption he needed from Hassan; he feels that Hassan sacrificed himself again for him. After Hassan’s departure, Amir is not able to live a peaceful life. He continues to be bothered by his guilt of betraying Hassan, even dreaming about the death of Hassa n. Amir continues to feel guilty even while living in America for years. Although he is able to bury some of his memories, the guilt still remains and lives with him. Amir and Baba moved to America because of the Soviet invasion of Afghanistan. He believes that moving away fromShow MoreRelatedThe Kite Runner, by Khaled Hosseini883 Words   |  4 Pagesencounters and usually feel guilty and bitter about the situation. The Kite Runner, by Khaled Hosseini, revolves around the theme of redemption. Redemption can be used as a cure for guilt. Throughout the novel, the author shows that redemption requires some sort of sacrifice and the only way that is possible is if you can forgive yourself from the mistakes you have made in the past. Khaled Hosseini effectively portrays redemption through motifs such as rape, irony and flashbacks, symbolism, and theRead More Khaled Hosseinis The Kite Runner Essay1008 Words   |  5 PagesKhaled Hosseinis The Kite Runner In the Kite Runner, the author explores the ties that bind sons to fathers and childhood friends to one another and of the forces that tear them apartRead MoreThe Kite Runner: Forgiveness, Loyalty, and the Quest for Redemption2381 Words   |  10 PagesThe Kite Runner: Forgiveness, Loyalty, and the Quest for Redemption Khaled Hosseini’s The Kite Runner is an award-winning novel and considered one of today’s most popular, contemporary classics. The story is one of familiar themes such as loyalty, forgiveness, betrayal, love, and redemption. It follows the tale of Amir and how he must atone for his sins and find a way to â€Å"be good again† (Hosseini 2). The quintessential message of this book relies on the idea of second chances. Themes of redemptionRead MoreThe Kite Runner By Khaled Hosseini1695 Words   |  7 Pages The Kite Runner, written by Khaled Hosseini, is a famous novel for its honest portrait of betrayal, and redemption. The novel is narrated by fictional character, Amir, who starts a new life in America with his wife, Soraya, and is a successful author who tries to escape from his haunted childhood in Afghanistan.. Amir is the son of wealthy Afghan businessman, Baba. The opening chapters are told by an older Amir explaining about his childhood. As a reader, one will notice that every joy experiencedRead MoreSymbolism And Biblical Allusions In The Kite Runner937 Words   |  4 PagesKhaled Hosseini uses various symbols and biblical allusions in his novel, ‘The Kite Runner’ to show how each of the characters were connected to each other in more ways than one. Throughout the story the author introduces various symbols that embody biblical teachings, vampirism and the path to redemption. From the start of the novel, Hassan was made out to be the near perfect person who was â€Å"...incapable of hurting anyone† (10, Hosseini). Hassan’s only fault being his Hazara lineage. This mixedRead MoreThe Kite Runner By Khaled Hosseini1622 Words   |  7 Pages‘Seeking to forget makes exile all the longer; the secret of redemption lies in remembrance.’ -Richard von Weizsaecker On May 29th 2003, ‘The Kite Runner’ by Khaled Hosseini was first published- and since then has taken thousands of readers on an emotional journey through the demise of Afghanistan (due to the soviet military intervention) and its effect on a pair of best friends; Amir and Hassan. This book focuses on key themes such as father to son relationships, the prevalence of the past, andRead MoreThe Kite Runner By Khaled Hosseini2486 Words   |  10 PagesThe Kite Runner by Khaled Hosseini is a brilliantly crafted story about the friendship between the son of a wealthy man and the son of his father’s servant. The main character Amir, flashbacks to 26 years ago, when him and his friend Hassan, the servant’s son, were the tightest of friends, playing together even though they belong to different castes. These bullies come up and fight against Hassan, as he belongs to the Hazara sect. Life moves along and the two friends are in a kite flying competitionRead MoreAn Unb reakable Family Love1100 Words   |  5 Pages　　An Unbreakable Family Love 　　The story of Rostam and Sohrab is a key element in Khaled Hosseinis novel The Kite Runner. As the favorite tale of Amir and Hassan in their childhood, this epic story also has a manifold significance throughout the novel. On the one hand, this ancient story can be considered as a metaphor for the characters and destinies of Baba, Amir and Hassan. On the other hand, the divergence in understanding the fates of Rostam and Sohrab demonstrates how backgrounds and experiences

Essay on The Many Types of Jazz Music - 2786 Words

When it comes to music, most people dont say they like it. People say they like heavy metal, pop, rhythm and blues, or any other type of music, since they have their own preference to what type of music they like, not just enjoying the broad area of music. One of those types of music which many enjoy is jazz. Actually right now jazz is really popular in Europe, and is rising in its popularity in the USA through its many forms. Jazz does have many forms, so many that some people wouldnt consider just saying they like jazz, they would say they enjoyed bebop, ragtime, blues, or other types of jazz. Jazz has survived longer than many types of music, and it has always influenced the ways people involved in jazz compose or perform. It has†¦show more content†¦Many people influenced jazz along its development, and it was usually a performer or composer. This includes Buddy Bolden, Benny Goodman, Louis Armstrong, Art Tatum, Billie Holiday, Duke Ellington, Count Basie, Charlie Parker, Dizzy Gillespie, Miles Davis, and John Coltrane. There are even more jazz greats who have contributed to jazz. The form of music we know as jazz has existed ever since the late 19th century, and is still alive. It consisted of many different eras, each one with one or two different styles of jazz. Each era also had many good performers and composers which made a certain era stand out. Through the late 19th century to about the early 1920s the form of jazz we know as New Orleans Jazz, which included Dixieland jazz and ragtime. The 20s and 30s developed the Swing Era, which made many performers famous through the first recordings. The 40s and the postwar decades led to bebop, also called bop for short. Bebops performers also changed the way jazz was looked at. The 50s through the 70s created a few types of jazz which were very loose and had no limits, but could be critized. The 80s and to the present developed a type of jazz which was more calm and smooth than other types of jazz. The present has brought back all the forms of jazz, and now is experimenting with the many different instruments fr om the orchestra, including the french horn, bassoon, or violin. There are so many styles in jazz that jazz could not be definedShow MoreRelatedBlues and Jazz Influence Paper1698 Words   |  7 Pages The Influence of 1920 Blues and Jazz on Modern Music Mark Carter The Influence of 1920 Blues and Jazz on Modern Music This paper is will try to show how the music that started with singing of old songs by the slaves to influences the music that the world listens to today. Shaping the music of Rock and Roll, Country and Western, and Easy Listening that influences every aspect of society’s everyday life are Blues and Jazz. In an interview many years ago on television, heard by thisRead MoreControversial Movements In Music Essay1494 Words   |  6 Pagesof traditional jazz whose impression is that music should stay traditional. On the other hand, Herbie Hancock believes the opposite. For music to grow or become anything, the artist must experiment and try new things. Herbie Hancocks theories allow for the movement of jazz music from the traditional to a more progressive new form. He believes what makes history is what music reflects on. Music has made an impact on all levels in history. The early days of jazz provided many styles which highlightedRead MoreMusic During The 1920 S1609 Words   |  7 PagesMusic in the 1920’s The Jazz Age was a cultural movement that took place in America during the 1920 s (also known as the Roaring Twenties) from which both jazz music and dance emerged. This movement matched with both the equally phenomenal introduction of mainstream radio and the conclusion of World War I. The 1920s was the decade that marked the beginning of the modern music era. Some of the popular music genres were Jazz, Dance Bands, Blues, and Broadway. The decade marked the beginning ofRead MoreJazz Influences on the 20th Century1158 Words   |  5 PagesJazz Influence on the 20th Century Jazz is considered one of the most influential types of music in American history. Some of the greatest artists in the world have contributed to the success jazz has had not only on American history, but throughout the world. Jazz music has come to serve as the base of many music styles in the United States. This paper will explain the history of jazz, where it all came from, and the effect it has had on the American culture in the 20th century. ToRead MoreIts All About Jazz Fusion807 Words   |  4 Pagesâ€Å"It’s All About Jazz Fusion† Of the jazz styles studied in this module, I prefer jazz-rock-fusion. I enjoy listening to this style of jazz because it creates a rock mood by its different melodies, complex rhythms, tones and harmonies. Jazz –fusion, â€Å"melds rock rhythms and the use of electronic instruments with collective improvisation† (Ferris). Jazz music in general is mostly improvised music, so its melody is an interesting element to its listeners. I feel that being a jazz musician has toRead MoreHistory and Legacy of Jazz Music Essay1001 Words   |  5 Pagesuniqueness, was able to capture Americas curiousness, and make many fall head over heels for the new infectious sound. It drew in people from any age, race, and social status. This new genre was called jazz, and it became so popular that an era was named after it. Jazz is a blend of African American spiritual folk songs and faster upbeat Ragtime that uses a variety of beats and rhythms along with improvisations to captivate its audie nces. Jazz music originated from the African American culture, but spreadRead MoreRagtime And Blues : The History And Their Influence On Jazz1581 Words   |  7 PagesRagtime and Blues: The History and Their Influence on Jazz In the city of New Orleans, from parades to clubs and from weddings to funerals, one element usually remained constant throughout all these events: the music that permeated the air. At most of these occasions, a band often performed as entertainment, providing many opportunities for musicians in the area to work. By the early 20th century, due to various factors such as mix of ethnicities and cultures with syncopated musical styles influencedRead MoreRudeness in Art1251 Words   |  6 Pagesand noises in the concerts. People unfortunately do not understand how to behave during concerts of any type. With some concerts and performances, it is ok to vocalize, but concert band is not one of them. To help explain this, concert band will be compared to jazz band in its origins, type, and expectations to show why this type of behavior is unacceptable. One of the main things that set jazz from concert band is their origins. Concert band originated hundreds of years ago with major composersRead More Early Jazz Essay1136 Words   |  5 Pages Early History of Jazz nbsp;nbsp;nbsp;nbsp;nbsp;Jazz is a style of music that began and has been revolutionized within the United States. Jazz music first appeared in the city of New Orleans and eventually moved onto Chicago, St. Louis, Kansas City, and New York City. Jazz unites different elements of African, African- American, religious, brass brand, and blues style of music. The music of Jazz, and its changes through the years, is now a form of music that is known and respected throughoutRead MoreEssay about Dave Matthews Band771 Words   |  4 Pageswidely varied musical interests of five musicians to create a uniquely impressive sound that combines the influences of folk, Jazz, rock, world beat, and reggae. South African David Matthews, the bands lead guitarist, began to assemble the players in 1991 to accompany him on a demo tape of original songs. Matthews, at the time was a bartender at a Charlottesville, Va. Jazz venue, called Millers. Matthews decided to approach the area musicians he most respected, and invite them to listen to his

Disruptive Technology Free Essays

One of the most consistent patterns in business is the failure of leading companies to stay at the top of their industries when technologies or markets change. Goodyear and Firestone entered the radial-tire market quite late. Xerox let Canon create the small-copier market. We will write a custom essay sample on Disruptive Technology or any similar topic only for you Order Now Bucyrus-Erie allowed Caterpillar and Deere to take over the mechanical excavator market. Sears gave way to Wal-Mart. The pattern of failure has been especially striking in the computer industry. IBM dominated the mainframe market but missed by years the emergence of minicomputers, which were technologically much simpler than mainframes. Digital Equipment dominated the minicomputer market with innovations like its VAX architecture but missed the personal-computer market almost completely. Apple Computer led the world of personal computing and established the standard for user-friendly computing but lagged five years behind the leaders in bringing its portable computer to market. Why is it that companies like these invest aggressively-and successfully-in the technologies necessary to retain their current customers but then fail to make certain other technological investments that customers of the future will demand? Undoubtedly, bureaucracy, arrogance, tired executive blood, poor planning, and short-term investment horizons have all played a role. But a more fundamental reason lies at the heart of the paradox: leading companies succumb to one of the most popular, and valuable, management dogmas. They stay close to their customers. Although most managers like to think they are in control, customers wield extraordinary power in directing a company’s investments. Before managers decide to launch a technology, develop a product, build a plant, or establish new channels of distribution, they must look to their customers first: Do their customers want it? How big will the market be? Will the investment be profitable? The more astutely managers ask and answer these questions, the more completely their investments will be aligned with the needs of their Customers. This is the way a well-managed company should operate. Right? But what happens when customers reject a new technology, product concept, or way of doing business because it does not address their needs as effectively as a company’s current approach? The large photocopying centers that represented the core f Xerox’s customer base at first had no use for small, slow tabletop copiers. The excavation contractors that had relied on Bucyrus-Erie’s big-bucket steam- and diesel-powered cable shovels didn’t want hydraulic excavators because, initially they were small and weak. IBM’s large commercial, government, and industrial customers saw no immediate use for minicomputers. In each instance, companies listened to their customers, gave them the produc t performance they were looking for, and, in the end, were hurt by the very technologies their customers led them to ignore. We have seen this pattern repeatedly in an ongoing study of leading companies in a variety of industries that have confronted technological change. The research shows that most well-managed, established companies are consistently ahead of their industries in developing and commercializing new technologies- from incremental improvements to radically new approaches- as long as those technologies address the next-generation performance needs of their customers. However, these same companies are rarely in the forefront of commercializing new technologies that don’t initially meet the needs of mainstream customers and appeal only to small or emerging markets. Using the rational, analytical investment processes that most well-managed companies have developed, it is nearly impossible to build a cogent case for diverting resources from known customer needs in established markets to markets and customers that seem insignificant or do not yet exist. After all, meeting the needs of established customers and fending off competitors takes all the resources a company has, and then some. In well-managed companies, the processes used to identify customers’ needs, forecast technological trends, assess profitability, allocate resources across competing proposals for investment, and take new products to market are focused-for all the right reasons-on current customers and markets. These processes are designed to weed out proposed products and technologies that do not address customers’ needs. In fact, the processes and incentives that companies use to keep focused on their main customers work so well that they blind those companies to important new technologies in emerging markets. Many companies have learned the hard way the perils of ignoring new technologies that do not initially meet the needs of mainstream customers. For example, although personal computers did not meet the requirements of mainstream minicomputer users in the early 1980s, the computing power of the desktop machines mproved at a much faster rate than minicomputer users’ demands for computing power did. As a result, personal computers caught up with the computing needs of many of the customers of Wang, Prime, Nixdorf, Data General, and Digital Equipment. Today they are performance-competitive with minicomputers in many applications. For the minicomputer makers, keeping close to mainstream customers and ignoring what were initially low-performance desktop technologies used by seemingly insignific ant customers in emerging markets was a rational decision-but one that proved disastrous. The technological changes that damage established companies are usually not radically new or difficult from a technological point of view. They do, however, have two important characteristics: First, they typically present a different package of performance attributes- ones that, at least at me outset, are not valued by existing customers. Second, the performance attributes that existing customers do value improve at such a rapid rate that the new technology can later invade those established markets. Only at this point will mainstream customers want the technology. Unfortunately for the established suppliers, by then it is often too late: the pioneers of the new technology dominate the market. It follows, then, that senior executives must first be able to spot the technologies that seem to fall into this category. Next, to commercialize and develop the new technologies, managers must protect them from the processes and incentives that are geared to serving established customers. And the only way to protect them is to create organizations that are completely independent from the mainstream business. No industry of staying too close to customers more dramatically than the hard-disk-drive industry. Between 1976 and 1992, disk-drive performance improved at a stunning rate: the physical size of a 100-megabyte (MB) system shrank from 5,400 to 8 cubic inches, and the cost per MB fell from $560 to $5. Technological change, of course, drove these breathtaking achievements. About half of the improvement came from a host of radical advances that were critical to continued improvements in disk-drive performance; the other half came from incremental advances. The pattern in the disk-drive industry has been repeated in mar/y other industries: the leading, established companies have consistently led the industry in developing and adopting new technologies that their customers demanded- even when those technologies required completely different technological competencies and manufacturing capabilities from the ones the companies had. In spite of this aggressive technological posture, no single disk-drive manufacturer has been able to dominate the industry for more than a few years. A series of companies have entered the business and risen to prominence, only to be toppled by newcomers who pursued technologies that at first did not meet the needs of mainstream customers. As a result, not one of the independent disk-drive companies that existed in 1976 survives today. To explain the differences in the impact of certain kinds of technological innovations on a given industry, the concept of performance trajectories – the rate at which the performance of a product has improved, and is expected to improve, over time – can be helpful. Almost every industry has a critical performance trajectory. In mechanical excavators, the critical trajectory is the annual improvement in cubic yards of earth moved per minute. In photocopiers, an important performance trajectory is improvement in number of copies per minute. In disk drives, one crucial measure of performance is storage capacity, which has advanced 50% each year on average for a given size of drive. Different types of technological innovations affect performance trajectories in different ways. On the one hand, sustaining technologies tend to maintain a rate of improvement; that is, they give customers something more or better in the attributes they already value. For example, thin-film components in disk drives, which replaced conventional ferrite heads and oxide disks between 1982 and 1990, enabled information to be recorded more densely on disks. Engineers had been pushing the limits of the’ performance they could wring from ferrite heads and oxide disks, but the drives employing these technologies seemed to have reached the natural limits of an S curve. At that point, new thin-film technologies emerged that restored- or sustained-the historical trajectory of performance improvement. On the other hand, disruptive technologies introduce a very different package of attributes from the one mainstream customers historically value, and they often perform far worse along one or two dimensions that are particularly important to those customers. As a rule, mainstream customers are unwilling to use a disruptive product in applications they know and understand. At first, then, disruptive technologies tend to be used and valued only in new markets or new applications; in fact, they generally make possible the emergence of new markets. For example, Sony’s early transistor adios sacrificed sound fidelity but created a market for portable radios by offering a new and different package of attributes- small size, light weight, and portability. In the history of the hard-disk-drive industry, the leaders stumbled at each point of disruptive technological change: when the diameter of disk drives shrank from the original 14 inches to 8 inches, then to 5. 25 inches, and finall y to 3. 5 inches. Each of these new architectures, initially offered the market substantially less storage capacity than the typical user in the established market required. For example, the 8-inch drive offered 20 MB when it was introduced, while the primary market for disk drives at that time-mainframes-required 200 MB on average. Not surprisingly, the leading computer manufacturers rejected the 8-inch architecture at first. As a result, their suppliers, whose mainstream products consisted of 14-inch drives with more than 200 MB of capacity, did not pursue the disruptive products aggressively. The pattern was repeated when the 5. 25-inch and 3. 5-inch drives emerged: established computer makers rejected the drives as inadequate, and, in turn, their disk-drive suppliers ignored them as well. But while they offered less storage capacity, the disruptive architectures created other important attributes- internal power supplies and smaller size (8-inch drives); still smaller size and low-cost stepper motors (5. 25-inch drives); and ruggedness, light weight, and low-power consumption (3. 5-inch drives). From the late 1970s to the mid-1980s, the availability of the three drives made possible the development of new markets for minicomputers, desktop PCs, and portable computers, respectively. Although the smaller drives represented disruptive technological change, each was technologically straightforward. In fact, there were engineers at many leading companies who championed the new technologies and built working prototypes with bootlegged resources before management gave a formal go-ahead. Still, the leading companies could not move the products through their organizations and into the market in a timely way. Each time a disruptive technology emerged, between one-half and two-thirds of the established manufacturers failed to introduce models employing the new architecture-in stark contrast to their timely launches of critical sustaining technologies. Those companies that finally did launch new models typically lagged behind entrant companies by two years-eons in an industry whose products’ life cycles are often two y. ears. Three waves of entrant companies led these revolutions; they first captured the new markets and then dethroned the leading companies in the mainstream markets. How could technologies that were initially inferior and useful only to new markets eventually threaten leading companies in established markets? Once the disruptive architectures became established in their new markets, sustaining innovations raised each architecture’s performance along steep trajectories- so steep that the performance available from each architecture soon satisfied the needs of customers in the established markets. For example, the 5. 25-inch drive, whose initial 5 MB of capacity in 1980 was only a fraction of the capacity that the minicomputer market needed, became fully performance-competitive in the minicomputer market by 1986 and in the mainframe market by 1991. (See the graph â€Å"How Disk-Drive Performance Met Market Needs. ) A company’s revenue and cost structures play a critical role in the way it evaluates proposed technological innovations. Generally, disruptive technologies look financially unattractive to established companies. The potential revenues from the discernible markets are small, and it is often difficult to project how big the markets for the technology will be over the long term. As a result, managers typically conclude that the technology cannot make a meaningful contribution to corporate growth and, therefore, that it is not worth the management effort required to develop it. In addition, established companies have often installed higher cost structures to serve sustaining technologies than those required by disruptive technologies. As a result, managers typically see themselves as having two choices when deciding whether to pursue disruptive technologies. One is to go downmarket and accept the lower profit margins of the emerging markets that the disruptive technologies will initially serve. The other is to go upmarket with sustaining technologies and enter market segments whose profit margins are alluringly high. For example, the margins of IBM’s mainframes are still higher than those of PCs). Any rational resource-allocation process in companies serving established markets will choose going upmarket rather than going down. Managers of companies that have championed disruptive technologies in emerging markets look at the world quite differently. Without the high cost structures of their established counterparts, these companies find the emerging markets appealing. Once the companies have secured a foothold in the markets and mproved the performance of their technologies, the established markets above them, served by high-cost suppliers, look appetizing. When they do attack, the entrant companies find the established players to be easy and unprepared opponents because the opponents have been looking upmarket themselves, discounting the threat from below. It is tempting to stop at this point and conclude that a valuable lesson has been learned: managers can avoid missing the next wave by paying careful attention to potentially disruptive technologies that do not meet current customers’ needs. But recognizing the pattern and figuring out how to break it are two different things. Although entrants invaded established markets with new technologies three times in succession, none of the established leaders in the disk-drive industry seemed to learn from the experiences of those that fell before them. Management myopia or lack of foresight cannot explain these failures. The problem is that managers keep doing what has worked in the past: serving the rapidly growing needs of their current customers. The processes that successful, well-managed companies have developed to allocate resources among proposed investments are incapable of funneling resources into programs that current customers explicitly don’t want and whose profit margins seem unattractive. Managing the development of new technology is tightly linked to a company’s investment processes. Most strategic proposals-to add capacity or to develop new products or processes- take shape at the lower levels of organizations in engineering groups or project teams. Companies then use analytical planning and budgeting systems to select from among the candidates competing for funds. Proposals to create new businesses in emerging markets are particularly challenging to assess because they depend on notoriously unreliable estimates of market size. Because managers are evaluated on their ability to place the right bets, it is not surprising that in well-managed companies, mid- and top-level managers back projects in which the market seems assured. By staying close to lead customers, as they have been trained to do, managers focus resources on fulfilling the requirements of those reliable customers that can be served profitably. Risk is reduced-and careers are safeguarded-by giving known customers what they want. Seagate Technology’s experience illustrates the consequences of relying on such resource-allocation processes to evaluate disruptive technologies. By almost any measure, Seagate, based in Scotts Valley, California, was one of the most successful and aggressively’ managed companies in the history of the microelectronics industry: from its inception in 1980, Seagate’s revenues had grown to more than $700 million by 1986. It had pioneered 5. 5-inch hard-disk drives and was the main supplier of them to IBM and IBM-compatible personal-computer manufacturers. The company was the leading manufacturer of 5. 25-inch drives at the time the disruptive 3. 5-inch drives emerged in the mid-1980s. Engineers at Seagate were the second in the industry to develop working prototypes of 3. 5-inch drives. By early 1985, they had made more than 80 such models with a low level of company funding. The engineers forwarded the new models to key marketing executives, and the trade press reported that Seagate was actively developing 3. -inch drives. But Seagate’s principal customers- IBM and other manufacturers of AT-class personal computers- showed no interest in the new drives. They wanted to incorporate 40-MB and 60-MB drives in their next-generation models, and Seagate’s early 3. 5-inch prototypes packed only 10 MB. In response, Seagate’s marketing executives lowered their sales forecasts for the new ‘disk drives. Manufacturing and financial executives at the company pointed out another drawback to the 3. 5-inch drives. According to their analysis, the new drives would never be competitive with the 5. 5-inch architecture on a cost-per-megabyte basis-an important metric that Seagate’s customers used to evaluate disk drives. Given Seagate’s cost structure, margins on the higher-capacity 5. 25-inch models therefore promised to be much higher than those on the smaller products. Senior managers quite rationally decided that the 3. 5-inch drive would not provide the sales volume and profit margins that Seagate needed from a new product. A ‘former Seagate marketing executive recalled, â€Å"We needed a new model that could become the next ST412 [a 5. 5-inch drive generating more than $300 million in annual sales, which was nearing the end of its life cycle]. At the time, the entire market for 3. 5-inch drives was less than $50 million. The 3. 5-inch drive just didn’t fit the bill- for sales or profits. † The shelving of the 3. 5-inch drive was not a signal that Seagate was complacent about innovation. Seagate subsequently introduced new models of 5. 25-inch drives at an accelerated rate and, in so doing, introduced an impressive array of sustaining technological improvements, even though introducing them rendered a significant portion of its manufacturing capacity obsolete. How to cite Disruptive Technology, Essay examples Disruptive Technology Free Essays Disruptive Technology Abstract The objective of this project is to explain the emergence of disruptive technology in the IT industry that will enable and help the organizations growth in a cost effective manner. One of the hottest topics in today’s IT corridors is the uses and benefits of virtualization technologies. IT companies all over the globe are executing virtualization for a diversity of business requirements, driven by prospects to progress server flexibility and decrease operational costs. We will write a custom essay sample on Disruptive Technology or any similar topic only for you Order Now InfoTech Solutions being dominant IT solution provider can be broadly benefited by implementing the virtualization. This paper is intended to provide the complete details of virtualization, its advantages and strategies for SMEs to migrate. Introduction 2009 IT buzz word is ‘Virtualization’. Small, medium and large business organizations seriously started to re organize their e-business strategy towards the successful disruptive technology of virtualization. Virtualization of business applications permits IT operations in organizations of all sizes to decrease costs, progress IT services and to reduce risk management. The most remarkable cost savings are the effect of diminishing hardware, utilization of space and energy, as well as the productivity gains leads to cost savings. In the Small business sector virtualization can be defined as a technology that permits application workloads to be maintained independent of host hardware. Several applications can share a sole, physical server. Workloads can be rotated from one host to another without any downtime. IT infrastructure can be managed as a pool of resources, rather than a collection of physical devices. Disruptive Technology Disruptive Technology or disruptive Innovation is an innovation that makes a product or service better by reducing the price or changing the market dramatically in a way it does not expect. Christensen (2000) stated that ‘‘disruptive technologies are typically simpler, cheaper, and more reliable and convenient than established technologies’’ (p. 192). Before we do any research on disruptive technology it is useful and necessary to summarize the Christensen’s notion of disruptive technology. Christensen was projected as â€Å"guru† by the business (Scherreik, 2000). His work has been broadly referred by scholars or researchers working in different disciplines and topics like the development of new product, strategies like marketing and management and so on. In his book â€Å"The Innovator’s Dilemma,† (Christensen 1997) Christensen had done significant observations about the circumstances under which companies or organizations that are established lose market to an entrant that was referred as disruptive technology. This theory became extremely influential in the management decision making process (Vaishnav, 2008). Christensen’s arguments, from the academic references (Christensen 1992; Christensen and Rosenbloom 1995; Christensen, Suarez et al. 1996) instead of looking in to his famous paperbacks (Christensen 1997; Christensen and Raynor 2003), explains that the entrant might have more advantage then the incumbent and it requires the understanding of three important forces: technological capability (Henderson and Clark 1990), organizational dynamics (Anderson and Tushman 1990), and value (Christensen and Rosenbloom 1995). He argued further that company’s competitive strategy and mainly its earlier choices of markets to serve, decides its perceptions of economic value in new technology, and improves the rewards it will expect to obtain through innovation. Christensen (1995) classifies new technology into two types: sustaining and disruptive. Sustaining technology depends on rising improvements to an already established technology, at the same time Disruptive technology is new, and replaces an established technology unexpectedly. The disruptive technologies may have lack of refinement and often may have performance problems because these are fresh and may not have a verified practical application yet. It takes a lot of time and energy to create something new and innovative that will significantly influence the way that things are done. Most of the organizations are concerned about maintaining and sustaining their products and technologies instead of creating something new and different that may better the situation. They will make change and minor modifications to improve the current product. These changes will give a bit of new life to those products so that they can increase the sales temporarily and keeps the technology a bit longer. Disruptive technologies generally emerge from outside to the mainstream. For example the light bulb was not invented by the candle industry seeking to improve the results. Normally owners of recognized technology organizations tend to focus on their increased improvements to their existing products and try to avoid potential threat to their business (Techcom, 2004). Compared to sustaining products, disruptive technologies take steps into various directions, coming up with ideas that would work against with products in the current markets and could potentially replace the mainstream products that are being used. So it is not considered as disruption, but considered as innovation. It is not only replacing, but improving ahead what we have now making things enhanced, quicker, and mostly cooler. Either it may be disruptive or innovative; technologies are changing the â€Å"future wave† in to reality and slowly started occupying the world. On one hand, the warning of disruption makes incumbents suspicious about losing the market, while emerging new entrants confident of inventing the next disruptive technology. Perhaps, such expects and worries produce more competition in the market place. It seems that every year there is a laundry list of products and technologies that are going to â€Å"change the world as we know it. † One that seems to have potential to achieve the title of a disruptive technology is something that has been around for a while now: virtualization. Gartner (2008) describes disruptive technology as â€Å"causing major change in the accepted way of doing things, including business models, processes, revenue streams, industry dynamics and consumer behaviors†. Virtualization is one of the top ten disruptive technologies listed by Gartner (Gartner. com). This virtualization technology is not new to the world. As computers turn into more common though, it became obvious that simply time-sharing a single computer was not always ideal because the systems can be misused intentionally or unintentionally and that may crash the entire system to alt. To avoid this multi system concept emerged. This multi system concept provided a lot of advantages in the organizational environment like Privacy, security to data, Performance and isolation. For example in organization culture it is required to keep certain activities performing from different systems. A testing application run in a system sometimes may halt the system or crash the syst em completely. So it is obvious to run the application in a separate system that won’t affect the net work. On the other hand placing different applications in the same system may reduce the performance of the system as they access the same available system resources like memory, network input/output, Hard disk input/output and priority scheduling (Barham, at,. el, 2003). The performance of the system and application will be greatly improved if the applications are placed in different systems so that they can have its own resources. It is very difficult for most of the organization to invest on multiple systems and at times it is hard to keep all the systems busy to its full potential and difficult to maintain and also the asset value keeps depreciating. So investing in multiple systems becomes waste at times, however having multi systems obviously has its own advantages. Considering this cost and waste, IBM introduced the first virtual machine in 1960 that made one system to be as it was multiple. In the starting, this fresh technology allowed individuals to run multiple applications at the same time to increase the performance of person and computer to do multitask abilities. Along with this multi tasking factor created by virtualization, it was also a great money saver. The multitasking ability of virtualization that allowed computers to do more than one task at a time become more valuable to companies, so that they can leverage their investments completely (VMWare. com). Virtualization is a hyped and much discussed topic recently due to its potential characteristics. Firstly it has capacity to use the computer resources in a better potential way maximizing the company’s hardware investment. It is estimated that only 25% of the total resources are utilized in an average data center. By virtualization large number older systems can be replaced by a highly modern, reliable and scalable enterprise servers reduce the hardware and infrastructure cost significantly. It is not just server consolidation, virtualization offers much more than that like the ability to suspend, resume, checkpoint, and migrate running Chesbrough (1999a, 1999b). It is exceptionally useful in handling the long running jobs. If a long running job is assigned to a virtual machine with checkpoints enabled, in any case it stops or hangs, it can be restarted from where it stopped instead of starting from the beginning. The main deference of today’s virtualization compared to the older mainframe age is that it can be allocated any of the service’s choice location and is called as of Distributed Virtual Machines that opens a whole lot of possibilities like monitoring of network, validating security policy and the distribution of content (Peterson et, al, 2002). The way virtual technology breaks the single operating system boundaries is what made it to be a significant part of technology that leads in to the disruptive technology group. It allows the users to run multiple applications in multiple operating systems on a single computer simultaneously. (VMWare. com, 2009) Basically, this new move will have a single physical server and that hardware can be made in to software that will use all the available hardware resources to create a virtual mirror of it. The replications created can be used as software based computers to run multiple applications at the same time. These software based computers will have the complete attributes like RAM, CPU and NIC interface of the physical computers. The only different is that there will be only one system instead of multiple running different operating systems (VMWare. com, 2009) called guest machines. Virtual Machine Monitor Guest virtual machines can be hosted by a method called as Virtual Machine Monitor or VMM. This should go hand-in-hand with virtual machines. In realty, VMM is referred as the host and the hosted virtual machines are referred as guests. The physical resources required by the guests are offered by the software layer of the VMM or host. The following figure represents the relationship between VMM and guests. The VMM supplies the required virtual versions of processor, system devices such as I/O devices, storage, memory, etc. It also presents separation between the virtual machines and it hosts so that issues in one cannot effect another. As per the research conducted by Springboard Research study recently, the spending related to virtualization software and services will reach to 1. 5 billion US dollar by the end of 2010. The research also adds that 50% of CIOs interested in deploying virtualization to overcome the issues like poor performance system’s low capacity utilization and to face the challenges of developing IT infrastructure. TheInfoPro, a research company states that more than 50% of new servers installed were based on virtualization and this number is expected to grow up to 80% by the end of 2012. V irtualization will be the maximum impact method modifying infrastructure and operations by 2012. In reference to Gartner, Inc. 008, Virtualization will renovate how IT is bought, planed, deployed and managed by the companies. As a result, it is generating a fresh wave of competition among infrastructure vendors that will result in market negotiation and consolidation over the coming years. The market share for PC virtualization is also booming rapidly. The growth is expected to be 660 million compared to 5 million in till 2007. Virtualization strategy for mid-sized businesses Virtualization has turn out to be a significant IT strategy for small and mid-sized business (SMEs) organizations. It not only offers the cost savings, but answers business continuity issues and allows IT managers to: †¢Manage and reduce the downtime caused due to the planed hardware maintenance that will reduce the down time resulting higher system availability. †¢Test, investigate and execute the disaster recovery plans. †¢Secure the data, as well as non-destructive backup and restore Processes †¢Check the stability and real-time workloads In these competitive demanding times, SME businesses organizations require to simplify the IT infrastructure and cut costs. However, with various storage, server and network requirements, and also sometimes might not have sufficient physical space to store and maintain systems, the company’s chances can be restricted by both less physical space and budget concerns. The virtualization can offer solutions for these kind issues and SMEs can significantly benefit not only from server consolidation, but also with affordable business continuity. What is virtualization for mid-sized businesses? In the Small business sector virtualization can be defined as a technology that permits application workloads to be maintained independent of host hardware. Several applications can share a sole, physical server. Workloads can be rotated from one host to another without any downtime. IT infrastructure can be managed as a pool of resources, rather than a collection of physical devices. It is assumed that the virtualization is just for large enterprises. But in fact it is not. It is a widely-established technology that decreases hardware requirements, increases use of hardware resources, modernizes management and diminish energy consumption. Economics of virtualization for the midmarket The research by VMWare. om (2009) shows that the SMEs invested on virtualization strategy has received their return of investment (ROI) in less than year. In certain cases, this can be less than seven months with the latest Intel Xeon 5500 series processors http://www-03. ibm. com/systems/resources/6412_Virtualization_Strategy_-_US_White_Paper_-_Apr_24-09. pdf [accessed on 04/09/09] The below image explains how the virtualization simplified a large utility company infrastructure with 1000 systems with racks and cables to a dramatically simpler form. Source : http://www-03. ibm. om/systems/resources/6412_Virtualization_Strategy_-_US_White_Paper_-_Apr_24-09. pdf [accessed on 04/09/09] Virtualization SME advantages 1. Virtualization and management suite presents a stretchable and low -cost development platform and an environment with high capability. 2. Virtualization provides the facility to rotate virtual machines that are live between physical hosts. This ability numerous advantages like business continuity, recovery in disaster, balancing of workload, and even energy-savings by permitting running applications to be exchanged between physical servers without disturbing the service. . Virtualization can help you take full advantage of the value of IT Pounds: †¢Business alertness in varying markets †¢A flexible IT infrastructure that can scale with business growth †¢ High level performance that can lever the majority of d emanding applications †¢ An industry-standard platform architecture with intellectual management tools †¢ Servers with enterprise attributes—regardless of their size or form factor 4. Virtualization can help you to advance IT services: †¢The provision to maintain the workloads rapidly by setting automatic maintenance process that can be configured to weeks, days or even to inutes. †¢Improve IT responsiveness to business needs †¢Down times can be eliminate by shifting the †¢To a great extent decrease, even eliminate unplanned downtime. †¢Reducing costs in technical support, training and mainte ¬nance. Conclusion: This is the right time for Small and mid-sized businesses like InfoTech Solutions to implement a virtualization strategy. Virtualization acts as a significant element of the IT strategy for businesses of all sizes, with a wide range of benefits and advantages for all sized businesses. It helps InfoTech Solutions to construct an IT infrastructure with enterprise-class facilities and with a with a form factor of Return Of Investment. It is expected that more than 80% of organizations will implement virtualization by the end of 2012. So SME organizations like InfoTech Solutions should seriously look in to their E-business strategy for considering the virtualization or they may be left behind the competitors. References 1. Adner, Ron (2002). When Are Technologies Disruptive? A Demand- Based View of the Emergence of Competition. Strategic Management Journal 23(8):667–88. . Anderson, P. and M. L. Tushman (1990). â€Å"Technological Discontinuities and Dominant Designs – a Cyclical Model of Technological-Change. † Administrative Science Quarterly 35(4): 604-633. 3. Barham, B. Dragovic, K. Fraser, S. Hand, T. Harris, A. Ho, R. Neugebauer, I. Pratt, and A. Warfield. Xen and the art of virtualization. In Proc. 19th SOSP, October 2003. 4. Chesbrough, Hen ry (1999a). Arrested Development: The Experience of European Hard-Disk-Drive Firms in Comparison with U. S. and Japanese Firms. Journal of Evolutionary Economics 9(3):287–329. 5. Chintan Vaishnav , (2008) Does Technology Disruption Always Mean Industry Disruption, Massachusetts Institute of Technology 6. Christensen, Clayton M. (2000). The Innovator’s Dilemma. When New Technologies Cause Great Firms to Fail. Boston, MA: Harvard Business School Press. 7. Christensen, C. M. (1992). â€Å"Exploring the limits of technology S-curve: Architecture Technologies. † Production and Operations Management 1(4). 8. Christensen, C. M. and R. S. Rosenbloom (1995). â€Å"Explaining the Attackers Advantage -Technological Paradigms, Organizational Dynamics, and the Value Network. † Research Policy 24(2): 233-257. . Christensen, C. M. , F. F. Suarez, et al. (1996). Strategies for survival in fast-changing industries. Cambridge, MA, International Center for Research on the Management 10. Christensen, C. M. (1992). â€Å"Exploring the limits of technology S-curve: Component Technologies. † Production and Operations Management 1(4). 11. Christensen, C. M. (1997). The innovator’s dilemma : when new technologies cause great firms to fail. Boston, Mass. , Harvard Business School Press. 12. Christensen, C. M. and M. E. Raynor (2003). The innovator’s solution : creating and sustaining successful growth. Boston, Mass. , Harvard Business School Press. 13. Cohan, Peter S. (2000). The Dilemma of the ‘‘Innovator’s Dilemma’’: Clayton Christensen’s Management Theories Are Suddenly All the Rage, but Are They Ripe for Disruption? Industry Standard, January 10, 2000. 14. Gartner Says; http://www. gartner. com/it/page. jsp? id=638207 [ accessed on 04/09/09] 15. Henderson, R. M. and K. B. Clark (1990). â€Å"Architectural Innovation – the Reconfiguration of Existing Product Technologies and the Failure of Established Firms. † Administrative Science Quarterly 35(1): 9-30. 16. MacMillan, Ian C. nd McGrath, Rita Gunther (2000). Technology Strategy in Lumpy Market Landscapes. In: Wharton on Managing Emerging Technologies. G. S. Day, P. J. H. Schoemaker, and R. E. Gunther (eds. ). New York: Wiley, 150–171. 17. Scherreik, Susan (2000). When a Guru Manages Money. Business Week, July 31, 2000. 18. L. Peterson, T. Anderson, D. Culler, and T. R oscoe, â€Å"A Blueprint for Introducing Disruptive Technology into the Internet,† in Proceedings of HotNets I, Princeton, NJ, October 2002. 19. â€Å"VirtualizationBasics. † VMWare. com. http://www. vmware. com/virtualization/ [Accessed on 04/09/09] How to cite Disruptive Technology, Essay examples

Leadership Competencies Hospitality and Tourism MyAssignmenthelp

Question: Discuss about the Leadership Competencies : Hospitality and Tourism. Answer: Introduction Hospitality management is considered to be the overall study of managing restaurants, hotels and other similar organizations in the hospitality sector. Crown Perth Hotel is considered to be a flourishing business in Burswood, Western Australia that has more than two million customers countrywide who are loyal to the company products and services. It is vital to review the advancement of Crown Perth Hotel whose main business zone is Western Australia, particularly in a situation of a quickly changing framework like companies merging and starting other branches in the globe (Aragon Martin, Torre, 2015). For one to conduct research to the firm to expand demands, then the firm must deem accessing its effectiveness in present growth direction and that of the future. They have to carry out a market analysis, situate themselves, and realize how aggressive they are in the market both internationally and locally. Because of this aspect, the firm administration should set its new objectives as it develops and set new operation and strategic aim so as to maintain itself in the most vibrant situation. The firm has distinctive services and products in Western Australia but will face rivalry in the overseas market because other diverse firms are providing the similar goods (Boella, Goss, 2013). Based on this, the business has to construct a detailed market analysis so as to meet the preference and demands of clients in the targeted market and also to race with other rivals at international aspect. This particular report will entail Crown Perth Hotel as the hospitality facility and critically analyzing its systems, subsystem, a process of key subsystems, business blueprints, and management of quality productions using present-day business data. Crown Perth Hotel is a casino and a resort that is located in Burswood, Western Australia. Crown Perth Hotel has won diverse tourism and travel awards that include the Best Hotel for Business Travel and Australasia Leading Casino Resort awards (Buhalis, Crotts, 2013). The hospitality facility has diverse hotels that range from simple hotels to big hotels in the city of Perth and other towns in the Western Australia. Crown Perth Hotel has been producing high-quality services and products that attract more customers in the world. In has increased its hospitality operations because of the low cost of food and other services that are basically affordable to each person. The firm also has clean rooms for accommodations that have enabled the company to continue in its overall production over the long period of time. From the hospitality facilitys lowly start-up, the company is now concentrating on the aspect of separating in the Hotel business with a mark of quality and excellence. It has been a successful hospitality facility, and it is currently one of the largest Hotel businesses in Perth and Western Australia. With premium restaurants that deliver world class dining experience and casual eateries providing a more relaxed vibe, Crown Perth Hospitality Facility is considered to be home to some of the best restaurant in Perth and Western Australia. It anticipates being the biggest groups of hotels in the world over the coming years (Chang, Gong, Shum, 2011). The firm is also anticipating to start other hospitality facilities in Asia and European nations over the next few years. In addition, the hospitality facility is also on the verge of initiating additional of its hospitality operations in Africa and the USA. The process of the key subsystems in Crown Perth Hotel In Crown Perth Hotel, its systems consist of inputs, transformation, and the outputs. Systems also encompass diverse people, processes rules and other components that basically creates a hierarchy for communications and structure. The products, services and bottom line outcomes that were generated within the company form a clear reflection of the operational setup of the firm organization system. Crown Perth Hotel purchases its inputs from the farmers and other industries that provide fresh raw materials (Davidson, McPhail, Barry, 2011). Raw materials such as food will be procured from the farmers then transported to the hotel so as to transform them into finished products and services for the customers. The firm ensures that the produced products or services are of high quality so as to enhance the overall company growth and maintain its entire customers because basically, better food often attracts both new and existing customers. Diverse raw materials will be taken to the company for transformation into finished goods so as to ensure that there are enough ready products for the customers (Harrington, Ottenbacher, 2011). The products and services are aimed at marketing and enhancing the products and services into the market because of its distinctiveness that makes it set to face diverse competitors. Initiating a new service or product encompasses coming together and creating visibility and makes people talked about it worldwide. The transformation process also assists in creating a momentum for completing and marketing the products and services because the entire process often takes a massive volume of process to get into the market. The inputs have to be taken to the industry as they will be transformed into outputs which are a huge momentum that boosts the business. In the industry, the end products from the process of transformation will be sold to the customers as food and other products needed by the clients (Line, Runyan, 2012). This aspect forms a great significance to the company because they often procure raw materials direct from the farmers and other industries at slightly lower prices and transform them into finished goods that will be sold to the customers as output thus making profits and enhances its continuous existence in the entire business operations. Blueprinting is considered to be a technique that is often utilized for services innovations. Service blueprints are pictures or maps that precisely show how a service process is built up. Physical evidence is all the activities that are carried out by units or individuals in the company who do not necessarily contact workers (Mok, Sparks, Kadampully, 2013). In Crown Perth Hotel the hospitality facility provides several services so as to pamper guests during their stays such as self-service laundry rooms, an express bar where diverse guests and visitors can enjoy the beverages such as cocktails, light meals, and beers. There is also Great rooms where the guests can enjoy the free Express start breakfast with grab and go option if they are in a hurry, vending machines if the visitors or guests wants to purchase some soft drinks, snacks or tickets for themselves. Diverse guests arrive at the Crown Perth Hotel then grab self-service trolley from the lobby and then perform the check in process immediately after they checked in (Pizam, 2012). They go to their respective rooms and have slept with the company high-quality beddings after they freshen up their selves with a great power shower that are fixed inside the bathroom. Onstage or face to face interactions between the employees and the customers From the employee action side, before the guests arrive they have to provide and ensure that the scent of hotel and rooms, music, and self-service trolley have been set up as the brand standard. When the guests are checking in, the front desk staff should assure that they greet the visitors with friendly and good manner. Flowcharting is a method for presenting the sequence and nature of the diverse steps included in distributing diverse services to the clients, provide an effective way to comprehend the totality of the clients service understanding. From the above flowchart, the customers follow the directions to the restaurant as detailed on the hospitality facility website or as was mentioned in the confirmation letter (Tsang, Hsu, 2012). On arrival, the customers will be able to see the contemporary signage of the hotel, lobby with a modern open plan that often found when an individual go Crown Perth Hotel because everything has been set up as a brand standard. The customers will check in or enter the reception unit with their baggage for checking in. Clients are met and cordially received by the front area team as this aspect is another key point for communication. In Crown Perth Hotel, the company offers fast, friendly and efficient services. After checking in, the clients will have a great night sleep to their high-quality beddings to unpack and freshen up with three function message shower head (Testa, Sipe, 2012). The clients may stay connected with their families and friends with complimentary in room networks. In Crown Perth Hotel, departure is the final critical point of contact for the clients will approach the front office desk and requests to be checked out. If everything is in order, the guest will conclude the payment either by cash or credit card. When the payment process is complete, Crown Perth Hotel bid farewell to the visitor. Crown Perth Hotel has been tirelessly working on quality production because most of the customers often require quality goods and services. The company often ensures that it employ qualified personnel who will utilize their skills and knowledge and assist in the production of quality and delicious meals (Crick, Spencer, 2011). The business is enjoying other diverse privileges in the sector of tourism. With a good trading atmosphere as illustrated in the environmental and situational analysis, the firm is willing to increase its business to abroad to other states in Europe and Asia in the next five years. Consequently, the firm has to rely on best promotion strategies so as to enter the new marketplace and ensure that the production of high-quality goods and services are sustained. Basing on this particular analysis, I recommend that the company increase their services productions and manage its quality because most of the customers all over the world require better food and services. The company staff should also ensure that the visitors are warmly welcomed so as to continue visiting the hospitality facility. Bibliography Aragon-Correa, J. A., Martin-Tapia, I., de la Torre-Ruiz, J. 2015. Sustainability issues and hospitality and tourism firms strategies: Analytical review and future directions.International Journal of Contemporary Hospitality Management,27(3), 498-522. Boella, M., Goss-Turner, S. 2013.Human resource management in the hospitality industry: A guide to best practice. Routledge. Buhalis, D., Crotts, J. 2013.Global alliances in tourism and hospitality management. Chang, S., Gong, Y., Shum, C. 2011. Promoting innovation in hospitality companies through human resource management practices.International Journal of Hospitality Management,30(4), 812-818. CG Davidson, M., McPhail, R., Barry, S. 2011. Hospitality HRM: past, present and the future.International Journal of Contemporary Hospitality Management,23(4), 498-516. Harrington, R., C. Ottenbacher, M. 2011. Strategic management: An analysis of its representation and focus in recent hospitality research.International Journal of Contemporary Hospitality Management,23(4), 439-462. Line, N. D., Runyan, R. C. 2012. Hospitality marketing research: Recent trends and future directions.International Journal of Hospitality Management,31(2), 477-488. Mok, C., Sparks, B., Kadampully, J. 2013.Service quality management in hospitality, tourism, and leisure. Routledge. Pizam, A. (Ed.). 2012.International Encyclopedia of Hospitality Management 2nd Edition. Crick, A., Spencer, A. 2011. Hospitality quality: new directions and new challenges.International Journal of Contemporary Hospitality Management,23(4), 463-478. Testa, M. R., Sipe, L. 2012. Service-leadership competencies for hospitality and tourism management.International journal of hospitality management,31(3), 648-658. Tsang, N. K., Hsu, C. H. 2011. Thirty years of research on tourism and hospitality management in China: A review and analysis of journal publications.International Journal of Hospitality Management,30(4), 886-896.