7B060E - Strategic Hospitality Operations, Revenue and Sustainability 01 Sep 2027 - 31 Aug 2033 | Version 0

Associated Module Information

Module Code: 7B060E
Module Title: Strategic Hospitality Operations, Revenue and Sustainability
Faculty: Faculty of Computing, Engineering and Science
Faculty Group: Built and Sustainable Environment
Faculty Sub Group: Built Environment
Module Leader:
Module Team:
First Intended Intake: SEP 2027 Final Year of Intake: 2032
Date Closed:
Credit Value: 30 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100078 - business and management 100089 - management studies
HECOS Code Weighting: 40 60

Document Version Information

Version 0
Valid From 01 Sep 2027
Valid To 31 Aug 2033

Module Aims

  • Develop strategic understanding of hospitality operations, revenue systems and performance management 

  • Enable critical application of AI-enabled analytics to operational decision-making 

  • Integrate sustainability and ESG considerations into hospitality operations strategy 

Content Summary

This module develops students’ strategic understanding of how hospitality organisations integrate operations, revenue generation and sustainability to deliver long-term value in global and digitally disrupted markets. Positioned at senior management level, the module moves beyond operational control to focus on strategic design, system integration and leadership decision-making within complex service organisations. Students critically examine hospitality operating models, service delivery systems, cost structures and revenue logic, exploring how data, automation and generative AI are reshaping efficiency, resilience and value creation. Particular emphasis is placed on the strategic tensions between operational performance, customer experience, workforce wellbeing and environmental sustainability. Through challenge-based learning and applied consultancy analysis, students diagnose real hospitality operational challenges and develop integrated strategies that align profitability, service excellence and ESG priorities. The module equips students to lead digitally enabled, responsible and commercially viable hospitality organisations in international contexts, and supports progression into senior operational, strategy and transformation roles. 

Learning and Teaching Methods

Activity Type Hours
Lecture 9
Seminar 12
Practical Classes and Workshops 15
Groupwork 20
Guided Study 60
Problem/Challenge based learning 120
Formative Assessment 4
Summative Assessment 60
Total Hours Selected 300

Learning Outcomes

# Learning Outcome
LO1 Critically evaluate hospitality operating models and service systems in relation to revenue performance, efficiency and sustainability.
LO2 Design integrated, ethically informed strategies that leverage digital technologies and generative AI to enhance hospitality operations, revenue performance and sustainability outcomes in global contexts.

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Portfolio (Group consultancy presentation and individual practice-based strategic commentary) 0 6000 100 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Portfolio ✔ ✔

Reading List

Week 1. Strategic Hospitality Operations and Service Systems 

Essential 

  • Slack, N., Brandon-Jones, A. and Burgess, N. (2022). Operations Management. 10th edn. Pearson. 

  • Johnston, R., Clark, G. and Shulver, M. (2012). Service Operations Management. 4th edn. Pearson. 

  • Ferdows, K. and De Meyer, A. (1990). ‘Lasting improvements in manufacturing performance’, Journal of Operations Management, 9(2), pp. 168–184. (Strategic trade-offs perspective applied to services) 

Supplementary 

  • Chase, R.B. and Apte, U.M. (2007). ‘A history of research in service operations’, Journal of Operations Management, 25(2), pp. 375–386. 

 

Week 2. Revenue Logic, Cost Structures and Productivity in Hospitality 

Essential 

  • Hayes, D.K. and Miller, A.A. (2017). Revenue Management for the Hospitality Industry. Wiley. 

  • Anderson, C.K. and Xie, X. (2010). ‘Improving hospitality industry sales’, Cornell Hospitality Quarterly, 51(1), pp. 53–67. 

  • Porter, M.E. (1985). Competitive Advantage. Free Press. (Cost vs differentiation logic applied to services) 

Supplementary 

  • Cross, R., Higbie, J.A. and Cross, D.Q. (2011). ‘Revenue management’s renaissance’, Cornell Hospitality Quarterly, 52(1), pp. 56–81. 

 

Week 3. Digital Transformation and Generative AI in Hospitality Operations 

Essential 

  • Davenport, T.H. and Ronanki, R. (2018). ‘Artificial intelligence for the real world’, Harvard Business Review, 96(1), pp. 108–116. 

  • Wirtz, J. et al. (2018). ‘Brave new world: service robots in the frontline’, Journal of Service Management, 29(5), pp. 907–931. 

  • McKinsey & Company (2023). The State of AI in Operations. 

Supplementary 

  • Huang, M.-H. and Rust, R.T. (2021). ‘Engaged to a robot?’, Journal of Service Research, 24(1), pp. 30–42. 

  • World Economic Forum (2024). GenAI and the Future of Services. 

 

Week 4. Workforce, Service Quality and Human–AI Collaboration 

Essential 

  • Bowen, J. and Ford, R.C. (2002). ‘Managing service organizations’, Cornell Hotel and Restaurant Administration Quarterly, 43(2), pp. 38–51. 

  • Autor, D., Mindell, D. and Reynolds, E. (2022). The Work of the Future. MIT Press. 

  • Pfeffer, J. (2010). Building Sustainable Organizations. Academy of Management. 

Supplementary 

  • Chi, O.H., Denton, G. and Gursoy, D. (2020). ‘Artificially intelligent device use in service delivery’, International Journal of Hospitality Management, 89. 

 

Week 5. Sustainability, ESG and Responsible Hospitality Operations 

Essential 

  • Jones, P., Hillier, D. and Comfort, D. (2016). ‘Sustainability in the hospitality industry’, International Journal of Contemporary Hospitality Management, 28(1), pp. 36–67. 

  • Elkington, J. (1997). Cannibals with Forks. Capstone. 

  • United Nations World Tourism Organization (UNWTO) (2023). Tourism and the Sustainable Development Goals. 

Supplementary 

  • Deloitte (2024). ESG in Hospitality and Leisure. 

  • Bocken, N.M.P. et al. (2014). ‘A literature review on sustainable business model innovations’, Journal of Cleaner Production, 65, pp. 42–56. 

 

Week 6. Strategic Integration and Future Hospitality Systems 

Essential 

  • Teece, D.J., Peteraf, M. and Leih, S. (2016). ‘Dynamic capabilities and organizational agility’, California Management Review, 58(4), pp. 13–35. 

  • Johnson, G., Scholes, K. and Whittington, R. (2020). Exploring Strategy. Pearson. 

  • Ghemawat, P. (2018). Redefining Global Strategy. Harvard Business Review Press. 

Supplementary 

  • Accenture (2024). Reimagining Hospitality Operations in a Digital-Sustainable Era. 

  • PwC (2023). Hospitality Outlook: Technology, Talent and Trust.