nep-tur New Economics Papers
on Tourism Economics
Issue of 2019‒11‒04
two papers chosen by
Laura Vici
Università di Bologna

  1. Tourism and insecurity in the world By Simplice A. Asongu; Joseph I. Uduji; Elda N. Okolo-Obasi
  2. Managing Talent Loss in the Hospitality Purchasing Function By Omar Belkhodja

  1. By: Simplice A. Asongu (Yaoundé/Cameroon); Joseph I. Uduji (University of Nigeria, Nsukka, Nigeria); Elda N. Okolo-Obasi (University of Nigeria, Nsukka, Nigeria)
    Abstract: The study assesses the role of forces of law and order in modulating the insecurity-tourism nexus in 163 countries for the period 2010 to 2015. Policy syndromes or insecurity dynamics include: violent crime, access to weapons, political instability and perception of criminality while the policy variables of forces of law and order are captured with “security officers & police†and “armed service personnel†. The empirical evidence is based on Negative Binomial regressions. The findings show that the policy variables can be effectively used to crowd-out the negative incidence of policy syndromes on tourist arrivals. The results are contingent on net effects (from conditional and unconditional effects), insecurity dynamics and thresholds. A threshold is an inflexion point at which the unfavorable unconditional effect from a policy syndrome of insecurity on tourist arrivals is completely neutralized by policy variables of forces of law and order. Policy implications are discussed.
    Keywords: Insecurity; Peace; Tourism
    JEL: D74 Z32 Z38
    Date: 2019–01
  2. By: Omar Belkhodja (American University of Sharjah)
    Abstract: Talent loss is a vexing yet underexplored issue in the hospitality industry. This paper seeks to extend the existing literature through an exploratory investigation of the risk of knowledge loss resulting from the possible departure of talented employees in the purchasing function of hotels. Despite the dynamic structure of the hospitality industry that limits the attractiveness of the industry as a setting that is suitable for talent, the purchasing function represents a pivotal position in hotels. The departure of talented purchasing managers disrupts supply chain operations and leads to a loss of valuable explicit, tacit, and relational knowledge. Strategic purchasing managers possess critical skills and knowledge that are essential for international hotels. Hence, proactive mitigation strategies are used to counter the risk of knowledge loss before they leave. More reactive and undocumented strategies are used by local hotels that consider the risk of knowledge loss as low, and make limited investments to retain critical knowledge. Strategic alliances with critical suppliers and small supplier networks were thought to mitigate the loss of relational knowledge in case hotels. Hotels interested in implementing a talent loss strategy would be well advised to: treat the purchasing function as a strategic one; document risk management and mitigation strategies; adopt proactive mitigation strategies; match mitigation strategies with the type of knowledge at risk; and design and implement mitigation strategies that reduce the share of personal contacts and emotion-based trust in supplier relationships to retain relational knowledge in case of talent loss. The findings of this exploratory investigation add to our understanding of the talent loss issue in the hospitality industry. We show that knowledge loss following the departure of talented employees in the purchasing function of hotels is an important risk to manage by hoteliers.
    Keywords: Talent management, Talent loss, Knowledge-based view, Knowledge loss, Hotels, Purchasing Function.
    JEL: M10
    Date: 2019–07

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