中國國有飯店的轉型與變革研究

Professor Dai Bin （戴斌）， has a Ph.D. in economics and currently serves both as the President of Beijing Hospitality Institute and President of the China Tourism Academy. Inaddition to supervising master students at Beijing International Studies University and PhD candidates at Huaqiao University, Dr. Dai works as the chief editor of Tourism Management, editor of China Tourist Hotels and is on the editorial board of the Tourism Journal.

His research mainly covers tourism enterprise management and tourism industry economics. Dr. Dai has published more than 270 research papers and more than 20monographs, textbooks and translations. He has also managed more than 50 tourism projects for the government and commercial organizations and has given over 370speeches regarding tourism study throughout China.

Professor Wang Xiangning （王向寧）， currently works at Beijing International Studies University. She supervises master students at BISU. Her main areas of research are English language education, interpretation,translation and tourism management. She has authoredmore than 10 textbooks and translation works and managed more than 10 research projects. In 2006, the Beijing Municipal Education Committee awarded her the honor of"Beijing Best University Teacher".

《中國國有飯店的轉型與變革研究(英文版)》內容簡介：In 1979 China started the policy of reform and opening-up. During thesethirty years of development, the tourism industry has gained valuable experiences in all phases of modernization, industrialization and marketization.However, in the early years, the real focus of the policy was to earn hard currency from the inbound tourists. Today a new strategy has been initiated to develop the three main tourist markets——inbound, outbound and do mesticmarkets. In the early stages, the tourism management organizations integrated the needs of both the government authorities and the private entrepreneurs.The current situation is that tourism associations and commercial enterprisescooperate under the supervision of the government authorities. In the earlyyears, the tourism operations were labor intensive with management mainlybased on experience.

Chapter 1 Introduction

l. Research Background

2. Theoretical Framework and Methodology

3. Research Structure and Major Findings

Chapter 2 China's State-owned Hotel Industry in the Market-oriented Reform Course

l. State-owned Hotels: Analysis on Initial Situation under a Threedimension Structure

2. The Logical Course of SOHs' Market-oriented Reforms

3. History of SOHs' Market-oriented Reform Course

4. Evolution of SOHs' Target in the Market Process

5. The Culture and Economic Impact of SOHs

Chapter 3 Environment Analysis on China's State-owned Hotel Development

1. Trends and Influences of Institutional Environment

2. Changes and Influences of Market Environment and Industrial Relations

3. A Survey of Employees on Their Orientation towards Reform

Chapter 4 State-owned Hotel Transformation: Model and Theoretical Framework

1. Initial Target Defining of State-owned Hotels from the Viewpoint of Contributing Factors

2. Motivation Mechanism of State-owned Hotels Transformation from the

Viewpoint of Environmental Changes

3. The Nature and Objectives of State-owned Hotel Transformation

4. Analysis on Macro-Approaches to State-owned Hotel Transformation ”

Chapter 5 A Comparative Study on the International State-owned Hotel Transformations

1. Process of Hospitality Industry Development in DevelopedCountries and Areas

2. Transition, Transformation and Reformation of Hotels in Developing Countries

3. Analysis on Developing Features and Supporting Factors of Internationa Hotel Groups “

Chapter 6 A Theory and Transformation of Domestic State-owned Hotels

l. Industrial Fluctuation Theory in Institutional Transformation of State-owned Hotels

2. A Study on Transformation Model Involving Property Right Transition

3. A Study on Transformation Model without Property Right

Chapter 7 Institutional Innovation in China's State-owned Hotel Transformation

1. A Study on Property Right Arrangement and Innovation of State-owned Hotels

2. Corporate Governance and Innovation of State-owned Hotels

3. A Study on Competitive and Cooperative Framework of State-owned Hotels

Chapter 8 Transformation Tactics of China's State-owned Hotels &

Their Organizational Changes

1. Transformation Tactics of Government Reception Hotels

2. Transformation Tactics of Hotels Owned by Giant State-owned Enterprises

3. A Study on Organizational Changes of State-owned Hotels

Chapter 9 Case Study: Transformation of the Dongying Hotel(I)

1. Background

2. The Introduction of Reform Signals

3. Reform Goal and Plan

4. Organizational Development——Behavioral Regulation

Chapter 10 Case Study: Transformation of the Dongying Hotel(Ⅱ)

1. Organizational Transformation——Product Innovation

2. Organizational Transformation——Structural Adjustment

3. Organizational Transformation——Rebuilding the Incentive and ControllingSystem

4. Institutional Transformation to Be Accomplished

Appendix

Appendix 1 Questionnaire to State-owned Hotel Leaders

Appendix 2 Questionnaire to Staff in Functional Departments in the

Dongying Hotel

Appendix 3 Questionnaire to Front Office Staff in Dongying Hotel

Acknowledgement