Abstract
This study aims to assist decision makers to improve hotel service performance by developing strategic orientations. Strategic orientations are imprecise and subjective: they vary according to domain experts’ opinions and practical experience. This study develops an integrated rough multiple attribute group decision-making (MAGDM) model that supports decision makers to acquire a systematic view of strategic methods for improving performance to the desired level. The model incorporates three methods. First, we use the rough number approach to determine group opinions from the practical experience of domain experts. We then apply the rough decision making trial and evaluation laboratory (DEMATEL)-based analytic network process to develop a rough influential network relation map (RINRM). The rough influential weights based on strategic orientations and their corresponding attributes are calculated. Finally, we use the modified complex proportional assessment of alternatives with gray relations (mCOPRAS-G) and the influential weights to calculate the relationship ratio between performance and aspiration level. Our model flexibly assesses the vagueness involved in decision-making, enabling more objective expert estimation of attributes in subjective surroundings than traditional multiple attributes decision-making models. We use the Taiwanese hotel industry as an empirical case study. Our study provides useful information on how to enhance hotel services and achieve optimal performance based upon expert judgments and the RINRM. The results show that customer orientation is the optimal strategy for hotel service promotion.
Highlights
Global competition, coupled with a rapidly changing business environment and increasing service requests, has made hotels more vulnerable to challenges than at any time in the past (Tajeddini & Trueman, 2014)
We examine the relationship between dimensions and criteria using the hybrid multiple attribute group decision-making (MAGDM) methods of rough DEMATEL-based analytic network process (RDANP) and modified COPRAS-G to present models with performance relationship gaps, which are valuable for predicting strategic orientations to enhance new service development (NSD), customer management (CM), and financial performance
The original COPRAS-G technique identified the optimal result by using the utility degree of alternatives through attribute values expressed as intervals (Hashemkhani Zolfani, Chen, Rezaeiniya, & Tamošaitienė, 2012)
Summary
Global competition, coupled with a rapidly changing business environment and increasing service requests, has made hotels more vulnerable to challenges than at any time in the past (Tajeddini & Trueman, 2014). To sustain a competitive advantage and achieve market success, hotels should place strategic orientations at the core of the corporation’s competitiveness and extend and enhance the strategic planning of their administrators (Trueman, 2011; Tajeddini & Trueman, 2014; Tajeddini, Altinay, & Ratten, 2017). Strategic orientations such as market, entrepreneurial, and interaction orientations are among the most valuable types of capital and are essential to strive effectively in today’s global market. In the face of strong competition in a rapidly-changing market, firms must improve the strategic orientations leading their activities and behaviors (Tajeddini & Trueman, 2014; Peng, 2003; Zhou, Yim, & Tse, 2005; Tajeddini et al, 2017)
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