Advantage For Hotels Research Articles

Green intellectual capital and green competitive advantage in hotels: The role of environmental product innovation and green transformational leadership

The environmental problems brought about by the rapid development of the hospitality industry can no longer be ignored, and the green transformation of the hospitality industry is imminent. This study aims to investigate the role of the mediating effect of environmental product innovation and the moderating effect of green transformational leadership on the relationship between green intellectual capital (GIC) and green competitive advantage. A questionnaire survey of 400 Spanish hotel employees was conducted, and empirical analysis was carried out using SPSS 27.0 and AMOS 28.0. The results show that GIC makes a positive contribution to green competitive advantage in hotels. The mediating role of environmental product innovation and the moderating role of green transformational leadership were also statistically significant. We contribute to the development of the resource-based view theory through hypothesis testing and explores ideas for green transformation in hotel companies.

Proactive Environmental Strategies and Their Impact on Hotel Competitiveness During Crisis: The Case of the Czech Hotel Industry

This research focuses on hotel competitiveness in the Czech Republic. It provides evidence that proactive environmental strategies implemented in hotel operations are a competitive advantage for hotels, especially during a crisis. This research determined the impact of proactive environmental strategies on hotel competitiveness in the period before and during the COVID-19 pandemic. Competitiveness was assessed based on the occupancy rate and hotel experience. Data were obtained through quantitative research, which involved 110 accommodation facilities from the Czech Republic, of which 51 were common hotels and 59 were green hotels. The research yields two groups of results. The first group is the results of testing the dependence between the type of hotel and changes in hotel competitiveness. These results did not confirm the relationship between hotel type according to implementation of proactive environmental strategies and competitiveness based neither on evaluation of hotel experience nor on the occupancy rate. According to these findings, it does not matter whether the hotel is green during a crisis. The second group of results includes concrete values of changes in occupancy in the second and third quarters of 2019 and 2020, as well as specific changes in the clientele. The decrease in occupancy in the second quarter of 2020 compared with 2019 was not as significant as expected. In the third quarter of 2020, the year-on-year change was minimal, and some accommodation facilities experienced an increase in occupancy because Czech visitors embraced domestic tourism. In this case, the absolute indicators show that green hotels had an advantage.

The Role of Performance Marketing in Achieving Sustainable Competitive Advantage for Hotels

The Role of Performance Marketing in Achieving Sustainable Competitive Advantage for Hotels

The role of Entrepreneurial Orientation on Competitive Advantage in Egyptian Hotels

The research seeks to identify the role of entrepreneurial orientation in achieving competitive advantage in Egyptian hotels by using a questionnaire form as the main tool for collecting primary data and directed to a random sample of employees in the hotels under study. The data obtained were analyzed using SPSS V23. The results showed that a variation in the relative importance of the dimensions of the entrepreneurial orientation and competitive advantage in hotels. There is a significant correlation between it; entrepreneurial orientation had a positive effect on achieving competitive advantage. The research recommends hotels to apply the concept of entrepreneurial orientation to achieve competitive advantage through continuing to provide adequate support for creative activities, working to implement new ideas that would meet the needs and desires of customers; encouraging the hotel management staff to engage in activities that exhibit a high degree of risk, allowing them to experiment, and giving them opportunities to learn from their mistakes.

The effects of leadership style on service quality: enrichment or depletion of innovation behaviour and job standardisation

Quality service is a potential advantage for hotels in the competitive hotel industry; moreover, leadership style plays an important role in determining service quality. Some researchers have suggested that innovation behaviour directly affects service quality, while others contend that quality improves with greater job standardisation. These contentions are somewhat contradictory; as such, we used Hackman and Oldham's job characteristics model and W. R. Scott's institutional theory to explore the influencing route of the effect of leadership style on service quality through the enrichment or depletion processes related to the linking roles of innovation behaviour and job standardisation. A survey was conducted across 52 international tourist hotels and 52 standard hotels in Taiwan. Our findings reveal that in international tourist hotels, transformational leadership enriched service quality through innovation behaviour but depleted service quality through job standardisation; in standard hotels, transactional leadership enriched service quality through job standardisation but depleted service quality through innovation behaviour. Practical implications and suggestions for future research are discussed.

The effect of applied resources on competitive advantage in hotels: Mediation and moderation analysis

Abstract Purpose This study aims to consider the effects of organizational human and physical resources on customer relationship quality. It also investigates the effect of market and environmental dynamism as external factors in these associations. Furthermore, this study evaluates the mediation effect of customer relationship quality between applied resources and competitive advantage. Methodology This research was implemented in North Cyprus. The number of hotel employees who participated was 297 with response rate of 85%. Convenience sampling method was considered for data collection of this study. Questionnaire was prepared in English and subjected to back-translation process afterwards. Nine employees were considered for the pilot study. Psychological separation and Harmans' single factor test were conducted as procedural and statistical potential remedies of common method bias. Exploratory factor analysis and Cronbach' alpha were applied to check existence of validity and reliability of questionnaire. Correlation and regression analysis were used to evaluate the relationship between variables and the method of Baron and Kenny (1986) was considered to evaluate mediation effects. Results Findings indicated that managerial competence, employees' trait competitiveness and physical resources affect customer relationship quality positively. There is also a positive relationship between customer relationship quality and competitive advantage. Results showed that customer relationship quality fully mediates the relationship between managerial competence and competitive advantage; it also partially mediates the relationship between trait competitiveness and competitive advantage and also between physical resources and competitive advantage. Findings showed that environmental dynamism doesn't moderate the relationship between predictors and customer relationship quality, whereas market dynamism moderates the association between managerial competence and customer relationship quality as well as the relationship between trait competitiveness and customer relationship quality. However, market dynamism doesn't moderate the relationship between physical resources and customer relationship quality. The theoretical contribution While several studies have focused the effect of various factors on customer behavior and organizational performance; there is still a paucity of empirical study to consider the effects of human and physical factors at the same time on organizational outcomes. This study evaluates this issue with a broader view and considers both internal and external factors to better understand which environment is more affective of organizational performance. Furthermore, North Cyprus is an island destination (Katircioglu et al., 2007) and they differ in notion of tourism image (Tasci et al., 2007). Therefore, there is still a need to study about success and failure factors in this kind of tourism destination. Practical implications As the role of managers and employees are important in building a high quality relationship with customers, it is critical to hire competent managers and employees with a competitive spirit in the organization. To make new recruitments, motivation and personality of the applicants need to be considered. To enhance competition among employees, managers can apply different strategies such as setting an award and promotion system. Furthermore, for an organization to adapt to the market dynamism, managers have to understand the market and their competitors, make a plan, and hire qualified staff and so on. Participation in training courses is necessary to understand and learn more about employees, competitors and the market environment.

Organizational design, quality management and competitive advantage in hotels

PurposeThe aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive advantage.Design/methodology/approachThe study uses a partial least squares approach to test these relationships in 350 hotels in Spain.FindingsThe findings show that QM influences specialization, formalization and interdepartmental interactions, and that QM practices influence both cost and differentiation competitive advantage. The results also indicate the importance of QM strategic and operational systems as practices that have a key impact on the characteristics of organizational design. Similarly, the QM operational system is key in the relationship between QM and cost competitive advantage. Finally, the QM operational, information and strategic systems positively influence differentiation competitive advantage.Practical implicationsWhen hotels adopt QM practices, there will be significant changes in a number of organizational variables, including specialization, formalization and interdepartmental interactions. This paper provides empirical evidence that QM practices improve both cost and differentiation competitive advantage in the hotel industry.Originality/valueThere has been little research on the effects of QM on organizational design in the hotel industry. The contribution of this paper is that analyze the effects of QM on organizational design and competitive advantage, extending knowledge about these issues in a specific sector.

Access and mobilization of network resources and competitive advantage in hotels

Purpose– This paper aims to advance a model that will explain how hotel firms access and mobilize external resources. Hotel operators and firms need to complement their internal resources with external resources, which they can access through their personal and organizational ties, so as to compete and to achieve success.Design/methodology/approach– A framework is proposed, on the basis of the resource-based view and network theory, to explain the process of access and mobilization of available external resources thanks to the professional and social ties of the managers of hotel firms.Findings– This framework distinguishes between access to network resources and their mobilization. This paper introduces network resource mobilization capability as an adaptive capability of managers and employees that can improve hotel firm performance. Previous experience and contextual factors such as the type of property and the management style all influence the nature of this capability.Practical implications– This work proposes a repertory of relevant resources in hotels and the preparation of an instrument to measure access to those resources and their mobilization through social capital. It also proposes the need to develop a new dynamic capability: the capability to mobilize network resources in hotel firms through their managers. Finally, it proposes that social capital is a valuable resource for both hotel firms and their managers.Originality/value– This theoretical approach makes a key distinction between access to and mobilization of network resources, which leads to a better understanding of the potential of the individual social capital of hotel managers. Network resource mobilization capability is introduced as an adaptive capability of managers.

Impact of ECRM on the Create Competitive Advantage in Hotels of Sarein

Simultaneously with the global expansion of tourism and hotel management, the need of expand network to communicate with customer and service providers has increased. Business and proliferation of Internet is based on services and tourism ECRM triggers the formation of a dynamic global economy. Competitive advantage for organizations, so it is understandable that are seeking to implement technologies such as ECRM tendency to be a competitive for them and their profits through increased customer satisfaction and retention. This study assessed the effect of electronic customer relationship management system to create a competitive advantage in the hotel industry is the city Sarein. Independent variable in the study of electronic customer relationship management system, which includes aspects such as improving processes, the quality of customer data and the ECRM system technology from the spirit of the model. Colleagues from the spirit of the model in 2003 was the dependent variable in this study, Competitive advantage is derived from the model in 2010 was Naido paper. A survey of hotels managers and experts of city Sarein 55 that, the sample size of 48 patients was calculated by the formula Cochran and field data collection for this study is that the questionnaire was to collect data. Data analysis and hypotheses through Rmvn spss 19 software using ANOVA and Duncan and Friedman tests were conducted the results of testing hypotheses is as follow. Means that all hypotheses were accepted by the impact of electronic customer relationship management systems (ECRM) and its dimensions, including the improvement of processes, quality and customer information systems technology has significant ECRM.

Information technology applications and competitive advantage in hotel companies

PurposeThis paper aims to propose a conceptual framework that illustrates how information technology (IT) applications may lead to competitive advantage in hotel companies.Design/methodology/approachThe paper is written based on a synthesis of previous literature in this area.FindingsMultiple areas need to be carefully evaluated in developing and implementing IT projects so that they can lead to competitive advantage in hotel companies. There are four closely related areas when analyzing IT decisions in hotels, which include coherence between the business strategy and IT decision, types of IT applications, intended benefits of IT decisions, and decision‐making style. Technology sophistication, management skills, and integration of resources are key issues when implementing IT decisions. Investments into IT applications in hotel companies can lead to superior IT competencies and IT capabilities, which can subsequently result in lower cost, agility, innovation, added value for customers, and better customer service. However, not all IT investments may result in positive outcomes or their sustainability may be short lived. In addition, there can be a lag time between making IT investment decisions and seeing their intended outcomes.Practical implicationsThere are multiple areas and issues that need to be considered in making and implementing IT investment decisions if they are to contribute to the company's competitive advantage. Hotel companies need to be selective in their IT investment decisions and look at each IT investment from the strategic management perspective.Originality/valueThis is one of the first articles in the hospitality field that offers a theoretical framework on how IT applications can lead to competitive advantage in hotels. It also offers numerous theoretical and practical implications. Therefore, this paper should help hotel executives and researchers in evaluating IT projects in hotel companies.

Human Resource Management Challenges in the Hotel Industry in Taiwan

Contemporary international literature identifies three major human resource management (HRM) issues as being critical in the hospitality industry across the globe, both currently and in the future. They are: service quality, training and development, and staff recruitment and selection. This study involved interviews with the most senior managers in a sample of chain hotels in Taiwan nominated by the hotels as being responsible for HRM. This study explored whether three major HRM issues identified in the literature are perceived as important by Taiwanese hoteliers. The results suggest that although most participants perceive these issues as significant and challenging, they are focused mainly on operational rather than strategic solutions for dealing with these issues. It is argued that the current and emerging challenges facing the industry demand an approach to HRM that is far more strategic than the traditional focus of personnel administration. The implication is that HRM has a key role to play in creating and sustaining competitive advantage in hotels. A particular strength of this study was its use of face-to-face interviews, which enabled a more intensive exploration of the thinking of participants than is often the case with quantitative surveys.

Environmental Strategies and Their Impact on Hotel Performance

This study examines the relevance of environmental management as a source of competitive advantage for hotels. The relationship between the environmental proactivity of hotels located in the province of Alicante (Spain) and their economic performance levels was studied, and three strategic groups, based on environmental proactivity, were identified: Proactive, Intermediate and Reactive. The findings show that the degree of proactivity achieved by these hotels does not strongly impact on their organisational performance. Nevertheless, performance levels increase as environmental proactivity grows.