Managing Life Care Communities: New Integration of Skills for Hospitality Managers

Hospitality industry leaders such as Marriott and Hyatt have identified continuing care and life care communities as the premier growth segment of the 1990s. The management of these facilities integrates four types of enterprises: hotels, health care facilities, social clubs, and insurance underwrit...

Ausführliche Beschreibung

Gespeichert in:

Bibliographische Detailangaben
Veröffentlicht in:	Hospitality research journal 1990-05, Vol.14 (2), p.285-294
Hauptverfasser:	Brewer, Kathleen Pearl, Hurley, Robert E.
Format:	Artikel
Sprache:	eng
Schlagworte:	Assisted living facilities Growth industries Hospitality industry Managerial skills Retirement communities
Online-Zugang:	Volltext
Tags:	Tag hinzufügen Keine Tags, Fügen Sie den ersten Tag hinzu!

container_end_page	294
container_issue	2
container_start_page	285
container_title	Hospitality research journal
container_volume	14
creator	Brewer, Kathleen Pearl Hurley, Robert E.
description	Hospitality industry leaders such as Marriott and Hyatt have identified continuing care and life care communities as the premier growth segment of the 1990s. The management of these facilities integrates four types of enterprises: hotels, health care facilities, social clubs, and insurance underwriters. The specific management skills needed are influenced by the similar and disparate features of these enterprises. The purpose of the investigation was to identify the skills required to successfully manage these unique properties.
doi_str_mv	10.1177/109634809001400231
format	Article
fullrecord	<record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_journals_1988992338</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sage_id>10.1177_109634809001400231</sage_id><sourcerecordid>1988992338</sourcerecordid><originalsourceid>FETCH-LOGICAL-c230t-2ac6ac778ae06c0b66efc46d39474e2ee9169003b1d7d098c87f95fd8b9d1b503</originalsourceid><addsrcrecordid>eNp1kEtLAzEUhYMoWKt_wFXA9dibyUwe7qSoFaqCj_WQySQldTqpSYr035taF4K4ufcuvnMu5yB0TuCSEM4nBCSjlQAJQCqAkpIDNCJ1zQte19VhvjNQ7IhjdBLjcocIwUbo-UENauGGBZ47a_BUhTz8arUZXHImXuFH84nvh2QWQSXnB-wtfnl3fR-x9QHPfFy7pHqXtvjbyYR4io6s6qM5-9lj9HZ78zqdFfOnu_vp9bzQJYVUlEozpTkXygDT0DJmrK5YR2XFK1MaIwnLcWhLOt6BFFpwK2vbiVZ2pK2BjtHF3ncd_MfGxNQs_SYM-WVDpBBSlpSKTJV7SgcfYzC2WQe3UmHbEGh23TV_u8uiyV4Uc6Jftv8rvgBdQW34</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>1988992338</pqid></control><display><type>article</type><title>Managing Life Care Communities: New Integration of Skills for Hospitality Managers</title><source>SAGE Complete A-Z List</source><creator>Brewer, Kathleen Pearl ; Hurley, Robert E.</creator><creatorcontrib>Brewer, Kathleen Pearl ; Hurley, Robert E.</creatorcontrib><description>Hospitality industry leaders such as Marriott and Hyatt have identified continuing care and life care communities as the premier growth segment of the 1990s. The management of these facilities integrates four types of enterprises: hotels, health care facilities, social clubs, and insurance underwriters. The specific management skills needed are influenced by the similar and disparate features of these enterprises. The purpose of the investigation was to identify the skills required to successfully manage these unique properties.</description><identifier>ISSN: 1096-3480</identifier><identifier>ISSN: 1060-9350</identifier><identifier>EISSN: 1557-7554</identifier><identifier>DOI: 10.1177/109634809001400231</identifier><language>eng</language><publisher>Los Angeles, CA: ICHRIE</publisher><subject>Assisted living facilities ; Growth industries ; Hospitality industry ; Managerial skills ; Retirement communities</subject><ispartof>Hospitality research journal, 1990-05, Vol.14 (2), p.285-294</ispartof><rights>1990 ICHRIE</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c230t-2ac6ac778ae06c0b66efc46d39474e2ee9169003b1d7d098c87f95fd8b9d1b503</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://journals.sagepub.com/doi/pdf/10.1177/109634809001400231$$EPDF$$P50$$Gsage$$H</linktopdf><linktohtml>$$Uhttps://journals.sagepub.com/doi/10.1177/109634809001400231$$EHTML$$P50$$Gsage$$H</linktohtml><link.rule.ids>314,776,780,21798,27901,27902,43597,43598</link.rule.ids></links><search><creatorcontrib>Brewer, Kathleen Pearl</creatorcontrib><creatorcontrib>Hurley, Robert E.</creatorcontrib><title>Managing Life Care Communities: New Integration of Skills for Hospitality Managers</title><title>Hospitality research journal</title><description>Hospitality industry leaders such as Marriott and Hyatt have identified continuing care and life care communities as the premier growth segment of the 1990s. The management of these facilities integrates four types of enterprises: hotels, health care facilities, social clubs, and insurance underwriters. The specific management skills needed are influenced by the similar and disparate features of these enterprises. The purpose of the investigation was to identify the skills required to successfully manage these unique properties.</description><subject>Assisted living facilities</subject><subject>Growth industries</subject><subject>Hospitality industry</subject><subject>Managerial skills</subject><subject>Retirement communities</subject><issn>1096-3480</issn><issn>1060-9350</issn><issn>1557-7554</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1990</creationdate><recordtype>article</recordtype><recordid>eNp1kEtLAzEUhYMoWKt_wFXA9dibyUwe7qSoFaqCj_WQySQldTqpSYr035taF4K4ufcuvnMu5yB0TuCSEM4nBCSjlQAJQCqAkpIDNCJ1zQte19VhvjNQ7IhjdBLjcocIwUbo-UENauGGBZ47a_BUhTz8arUZXHImXuFH84nvh2QWQSXnB-wtfnl3fR-x9QHPfFy7pHqXtvjbyYR4io6s6qM5-9lj9HZ78zqdFfOnu_vp9bzQJYVUlEozpTkXygDT0DJmrK5YR2XFK1MaIwnLcWhLOt6BFFpwK2vbiVZ2pK2BjtHF3ncd_MfGxNQs_SYM-WVDpBBSlpSKTJV7SgcfYzC2WQe3UmHbEGh23TV_u8uiyV4Uc6Jftv8rvgBdQW34</recordid><startdate>199005</startdate><enddate>199005</enddate><creator>Brewer, Kathleen Pearl</creator><creator>Hurley, Robert E.</creator><general>ICHRIE</general><general>SAGE PUBLICATIONS, INC</general><scope>AAYXX</scope><scope>CITATION</scope></search><sort><creationdate>199005</creationdate><title>Managing Life Care Communities: New Integration of Skills for Hospitality Managers</title><author>Brewer, Kathleen Pearl ; Hurley, Robert E.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c230t-2ac6ac778ae06c0b66efc46d39474e2ee9169003b1d7d098c87f95fd8b9d1b503</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1990</creationdate><topic>Assisted living facilities</topic><topic>Growth industries</topic><topic>Hospitality industry</topic><topic>Managerial skills</topic><topic>Retirement communities</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Brewer, Kathleen Pearl</creatorcontrib><creatorcontrib>Hurley, Robert E.</creatorcontrib><collection>CrossRef</collection><jtitle>Hospitality research journal</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Brewer, Kathleen Pearl</au><au>Hurley, Robert E.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Managing Life Care Communities: New Integration of Skills for Hospitality Managers</atitle><jtitle>Hospitality research journal</jtitle><date>1990-05</date><risdate>1990</risdate><volume>14</volume><issue>2</issue><spage>285</spage><epage>294</epage><pages>285-294</pages><issn>1096-3480</issn><issn>1060-9350</issn><eissn>1557-7554</eissn><abstract>Hospitality industry leaders such as Marriott and Hyatt have identified continuing care and life care communities as the premier growth segment of the 1990s. The management of these facilities integrates four types of enterprises: hotels, health care facilities, social clubs, and insurance underwriters. The specific management skills needed are influenced by the similar and disparate features of these enterprises. The purpose of the investigation was to identify the skills required to successfully manage these unique properties.</abstract><cop>Los Angeles, CA</cop><pub>ICHRIE</pub><doi>10.1177/109634809001400231</doi><tpages>10</tpages></addata></record>
fulltext	fulltext
identifier	ISSN: 1096-3480
ispartof	Hospitality research journal, 1990-05, Vol.14 (2), p.285-294
issn	1096-3480 1060-9350 1557-7554
language	eng
recordid	cdi_proquest_journals_1988992338
source	SAGE Complete A-Z List
subjects	Assisted living facilities Growth industries Hospitality industry Managerial skills Retirement communities
title	Managing Life Care Communities: New Integration of Skills for Hospitality Managers
url	https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-02-15T02%3A29%3A53IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Managing%20Life%20Care%20Communities:%20New%20Integration%20of%20Skills%20for%20Hospitality%20Managers&rft.jtitle=Hospitality%20research%20journal&rft.au=Brewer,%20Kathleen%20Pearl&rft.date=1990-05&rft.volume=14&rft.issue=2&rft.spage=285&rft.epage=294&rft.pages=285-294&rft.issn=1096-3480&rft.eissn=1557-7554&rft_id=info:doi/10.1177/109634809001400231&rft_dat=%3Cproquest_cross%3E1988992338%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=1988992338&rft_id=info:pmid/&rft_sage_id=10.1177_109634809001400231&rfr_iscdi=true