ABSTRACT
Globalisation is already evident in most aspects of tourism activity. International tourism and hospitality enterprises have taken advantage of numerous factors to expand their operations globally. Globalisation has raised competitive pressures by bringing more entrants into the market and as a result enterprises have to compete within a much more complex environment. Emerging technologies enabled greater homogeneous control and operational systems as well as coordination with head office despite geographical location and distance. Changes in the political and legal environment introduced greater freedom of trade and more specifically in travel deregulation of transportation and more flexible and adaptive international investment and development systems. A wide range of forms and arrangements is followed, from direct ownership, partnerships with local operators and/or governments, to franchising and marketing consortia. Labour mobility also enabled people to travel to different countries to manage properties and systems. Perhaps more importantly the emerging multi-culturalisation of investors’ employees generated through education and training, media reports, and extensive travelling experience developed a new breed of global enterprises which offer their products at a standard quality regardless of locality. As a result of the emerging globalisation new tools are required to manage processes, multi-ethnicity and culture and to support employees and enterprises in satisfying all their stakeholders. A whole range of changes in society and the global economy will need to be taken into consideration in planning and managing tourism destinations and enterprises in the era of globalisation (Parker 1998; Go 1996; Go and Pine 1995; Makridakis 1989; Dicken 1992; Smeral 1998; Cooper and Buhalis, 1998).
