Abstract
PurposeThis study aims to examine the three dimensions of market orientation, namely, customer orientation, competitor orientation and inter-function coordination, which influence the accountability in the financial and social performance of tourism operators in large touristic cities.Design/methodology/approachIn total, 95 usable questionnaires as the required data were collected from the top managers of four- and five-star hotels in Iran.FindingsPartial least squares (PLS) results confirm that customer orientation and inter-function coordination influence both the financial and social performance of the hospitality sector yet reveal that competitor orientation has no significant relationship with social performance.Research limitations/implicationsThese findings not only highlight the compatibility of PLS with various forms of statistical analyzes but also furthers the current understanding of hospitality networks in megacity economies, where literature are scarce.Practical implicationsThe findings of this study can help policymakers, tourism associations and practitioners enhance the accountability and sustainable financial and social performance of the hospitality industry in megacities. This study proposes some unique measurements for the social and financial performance of the hospitality sectors.Originality/valueThe paper states some new measurements for the social performance of the hospitality sectors. In addition, measuring the impacts of market orientation on the financial and social aspects of hotels is totally unique.
Highlights
Tourism is one of the primary drivers of economic systems in most countries
This paper investigates the impacts of the three dimensions of market orientation on accountability through sustainable performance, which is measured by two proxy variables: financial performance and social performance of the hospitality sector
This study investigates how accountability is achieved through the performance of firms operating in the hospitality sector, which is proxied by financial and social performances
Summary
Tourism is one of the primary drivers of economic systems in most countries. Over the past century, tourism has become one of the most fruitful industries in many societies, regardless of the efficiency of their economic systems. European countries and most developed societies, such as Germany and Italy, have realized the substantial positive impacts of tourism at a much earlier time and have been benefiting from this industry for many years (Balaguer and Cantavella-Jorda, 2002; Dritsakis, 2004). Some developing countries, such as Taiwan, Malaysia and Turkey, have invested fundamentally in tourism and hospitality infrastructures and have subsequently generated a remarkable amount of tourism and hospitality revenues to compensate for their lack of income from their under-earth resources (Kim and Chen, 2006; Musa, 2000; Ünal et al, 2017). A sustainable hospitality sector is of the key importance in effective and successful tourism
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