Abstract
ABSTRACT The unpredictable external environments, constraints of internal resources, and changes in the behaviors of hotel guests create a challenge for hoteliers to initiate the latest technology advancement. This study aims to explore how hotel executives consider external criteria and employ internal resources (e.g. employee engagement and organizational support) for technology adoption decision making and planning. This work further evaluates business outcomes after technology implementation. From the extension of task–technology fit theory, a qualitative research is conducted by interviewing 14 hotel executives about technology implementation in the front office and housekeeping departments. Results indicate the influences of cost reduction, cost effectiveness, competitors, customer feedback, management strategic planning, and latest industry trends on advanced technology initiatives. The outcomes of employee engagement vary according to age, education background, and self-learning attitude. Hotel support for trainings is necessary for employee productivity enhancement. Furthermore, technology adoption benefits the financial (e.g. cost reductions of labor and maintenance) and nonfinancial outcomes (e.g. customer satisfaction and employee satisfaction) of hotels. The theoretical development and managerial implications are further discussed.
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