Medium-sized Hotels Research Articles

To “talk the walk” or to “walk the talk”? Employer branding and HRM synergies in small and medium-sized hotels

PurposeSome firms excel at positively presenting their employer brand (talk), while others excel at effectively implementing human resource management (HRM) practices for the benefit of the employees (walk). Which approach is more effective? Focusing specifically on small and medium-sized hotels (SMHs), this study explores the relation of employer branding (EB) and HRM practices with organizational performance (OP).Design/methodology/approachStratified sampling was used to identify 34 top management figures (owners, CEOs, and top HR managers) from SMHs across Greece. These individuals agreed to participate in in-depth, semi-structured, one-on-one interviews, focusing on their hotels’ HRM, EB, and organizational performance. The interviews were subjected to content analysis, further coupled with graphical exploration of the relations between the concepts under study.FindingsThe findings reveal a noteworthy pattern: high-performing SMHs tend to prioritize EB, particularly leveraging social media channels. This prioritization is further reinforced by the implementation of HRM practices, including extensive training and rewards. Clustering SMHs into four different levels based on their application of EB and HRM practices and the effect of these practices on OP, enables us to extend this study and gain valuable insights into the interplay of these factors.Practical implicationsThis study highlights the need for practitioners to invest in HRM practices, especially in training and rewards, while giving due attention to EB, despite the potential resource limitations SMHs often face. Importantly, when basic levels of HRM are combined with high levels of EB, OP seems to be maximized.Originality/valueBoth HRM and EB deal with the employer – employee interaction, that’s why EB in most companies is the responsibility of the HRM department. Surprisingly, academic research has treated them as distinct fields, in isolation, ignoring their combined effects. This paper is the first to conceptualize EB as communication (“talk”) and HRM as practice (“walk”) and to thus propose that a complementarity relationship between these two dynamics may facilitate OP. Additionally, this study is the first to combine content analysis with a quantitative exploration to gain more holistic and valuable insights on the topic.

Bridge the Gap: A Modified Gronroos Model Approach to Guests’ Satisfaction and Service Quality Perception in Small and Medium-Sized Hotels (SMSH)

Bridge the Gap: A Modified Gronroos Model Approach to Guests’ Satisfaction and Service Quality Perception in Small and Medium-Sized Hotels (SMSH)

Effect of Entrepreneurial Pro-Activeness on Business Sustainability of Some Selected Medium-Sized Hotels in Ilorin Metropolis, Nigeria

Effect of Entrepreneurial Pro-Activeness on Business Sustainability of Some Selected Medium-Sized Hotels in Ilorin Metropolis, Nigeria

Digitalization of Small and Medium-Sized Hotels in Vietnam: Interdependent Critical Factors

People responsible for managing digitalization must clarify the role of its critical factors. Many studies have already identified these factors, assuming that they are independent. These factors, however, are likely to interact since digitalization is a multi-stakeholder and multi-dimensional transformation. Ignoring their interactions is likely to cause biases in measurement and analysis. Therefore, this study explores the influential weight and interactions of the critical factors behind the digitalization of Vietnam’s small and medium-sized hotels. According to the technology-organization-environment (TOE) framework, the results of a combined analytical hierarchy process (AHP) and the decision-making trial and evaluation laboratory (DEMATEL) analysis present four key findings: 1) technological context is a cause, but organizational context is an effect, while environmental context is neutral; 2) technological context has influence than others; 3) among the 12 critical factors identified, marketing benefits, financial resources, usage barriers, and cross-technology compatibility are the most important; and 4) marketing benefits, cross-technology compatibility, financial resources, organizational characteristics, and competitor pressure are causes. The findings show that contexts (factors) interact. Cause context (factor) directly and indirectly influences digitalization through other contexts (factors). In addition, there are no dominant contexts and factors. Accordingly, to be effective, digitalization needs to take all critical factors into account. Prioritizing the primary context (factors) and improving the core cause context (factors) are therefore appropriate.

How and when CEO servant leaders fuel firm innovation: the role of social capital and knowledge absorptive capacity

Firm innovation is a characteristic of firms with a robust entrepreneurial orientation that wish to have a strong competitive position in their sector. Drawing on the theories of servant leadership and upper echelons, this study aims to highlight the mechanisms through which CEO servant leadership enhances firm innovation. This paper examines (1) knowledge absorptive capacity as a mediator in the CEO servant leadership–firm innovation relationship, and (2) the moderating role of social capital (internal and external) in this relationship. Original data from 176 large and medium-sized hotels in the Canary and Balearic Islands (Spain) were used to test the hypotheses, and a partial least squares (PLS) analysis using Smart PLS 4 revealed that CEO servant leadership was positive for firm innovation, which was, in turn, mediated by firm knowledge absorptive capacity. Furthermore, the relationship between CEO servant leadership and firm knowledge absorptive capacity was found to grow stronger as internal social capital increased, while external social capital strengthened the positive link between firm knowledge absorptive capacity and firm innovation. New light is therefore shed on how and when CEO servant leadership is most effective in fostering firm innovation. Additionally, our firm-level findings contribute to the servant leadership literature, which is dominated by individual and group-level research, and expand the mounting evidence for the positive impact of CEO servant leadership on firm-level outcomes.

A STUDY OF STAFF MOTIVATION AND ORGANIZATIONAL COMMITMENT IN THE HOTEL INDUSTRY

Maia Toidze E-mail: maia.toidze@bsu.edu.ge Doctor of Social Sciences, Batumi Shota Rustaveli State University Batumi, Georgia https://orcid.org/0009-0007-1179-7763 Abstract: It suggests that successful companies know the importance of commitment and motivated employees for business efficiency. In this paper, we aimed to study the interrelationships of professional motivation and organizational commitment of employees in the tourism sector, particularly in medium-sized hotels. Also, the influence of factors such as organizational trust and organizational culture on motivation and commitment. The empirical research was carried out in medium-sized hotels. In the study, 110 participants were included from various positions.The statistical analysis was an evaluation by SPSS software program P≤ 0,05 is considered statistically significant. According to our study, hotel staff's organizational commitment is above average; It is suggested that internal motivation is leading for employees. Notably, a statistically significant relationship was revealed between staff internal motivation and organizational commitment. The statistically significant linkage was revealed between intrinsic motivation and affective, also intrinsic motivation, and normative commitment. The study found that t organizational units' components are of static importance concerning trust components. A statistically significant relationship was found between professional motivation and the confidence level components in an organization. According to factor analysis, trust is essential in staff organizational commitment and motivation. Based on our study, we have thought that companies' management should pay more attention to social capital development in organizations. Moreover, the company management should be interested in motivating and commitment to the staff of their companies. It is advisable to introduce a culture of employee motivation, organizational loyalty, and organizational trust assessment and self-assessment, the analysis of which will be used in the development of motivation strategies. However, in introducing a motivational system, much emphasis should be placed on stimulating intrinsic motivation. Keywords: Hotel industry, motivation, organizational commitment JEL classification: D 23

Not a single path to success: alternative HRM configurations for well-performing small and medium-sized hotels

PurposePrevious literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country.Design/methodology/approachUsing a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants.FindingsWe uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure.Originality/valueTo the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.

To "talk the walk" or to "walk the talk"? Employer branding and HRM synergies in small and medium-sized hotels

To "talk the walk" or to "walk the talk"? Employer branding and HRM synergies in small and medium-sized hotels

Reducing Waste due to Errors and Delays in the Material Procurement Process in the Medium-Sized Hotel Sector in Thailand

Reducing Waste due to Errors and Delays in the Material Procurement Process in the Medium-Sized Hotel Sector in Thailand

Moderating influence of lean-green practices on the relationship between capital mobilization and performance of medium hotels in the Kenyan cities

The objective of this study was to investigate the impact of capital mobilization on the operational outcomes of medium-sized hotels located in urban areas of Kenya. The research was grounded in the framework of dynamic capability theory. The study employed a pragmatic research paradigm that utilized mixed methodologies and employed a contemporaneous triangulation research methodology. The sample consisted of 534 medium-sized hotels. The researchers employed a stratified random sampling methodology to ascertain a sample size of 229 hotels. The research was grounded in the theoretical framework of the natural resource-based perspective. In order to examine the goal hypothesis, the researchers calculated the beta coefficient and conducted a t-test to assess the association between capital mobilization and the performance of medium hotels in Kenya. The significance level for this test was set at 5%. The null hypothesis was rejected based on the statistically significant estimated beta value (0.698, p = 0.000), indicating a confirmed substantial association between capital mobilization and the performance of medium hotels in urban areas of Kenya. The performance of a firm is influenced by the amalgamation of employees' knowledge and abilities, which are integrated through various processes and procedures. This integration not only shapes the structure of the organization but also facilitates the generation of value. The study suggests that it would be beneficial to focus on implementing lean-green practices during capital growth, as these practices have been shown to align with improved performance. Additionally, it is recommended to place greater emphasis on incorporating the concept of 5S into entrepreneurship courses at all levels of education.

Entrepreneurial Mindset, Lean-Green practices and firm performance among medium hotels in Kenyan cities

Firms are driven to maximize profits, requiring specialized techniques to improve performance. Firms can handle chaotic conditions by acting strategically. Global studies show high early-stage SME death rates. Hospitality studies have not examined how lean-green methods boost performance and competitiveness. Lean-green methods affect the entrepreneurial spirit and performance of medium-sized hotels in Kenyan cities. The paper relies on discovery and dynamic capability theory. The article used mixed-methods, concurrent triangulation, and pragmatic philosophy. 534 medium hotel managers in Mombasa, Nairobi, and Kisumu were studied, and 229 were sampled using stratified random sampling. Data was collected by questionnaire and saved in MS Excel for case-variable screening and cleaning. SPSS 22 was used for data analysis. Pearson's correlation and regression models analyzed quantitative data. In Kenyan cities, entrepreneurial attitude positively affects medium hotel performance (=.775, t = 17.499, p.05). Lean-green synergy positively impacted performance (? =.527, t = 12.497, p ?.05) and moderated the connection between entrepreneurial mentality and business performance. The study found that lean-green techniques boost performance. Lean-green production strategies are recommended by the study. These findings benefit hotel entrepreneurs, managers, academia, and legislators. The study proposes studying other industries besides hospitality to see whether comparable findings are found.

How Does Intellectual Capital Affect the Financial Performance of Micro, Small, and Medium-Sized Hotel Companies?

How Does Intellectual Capital Affect the Financial Performance of Micro, Small, and Medium-Sized Hotel Companies?

Networking for innovation dynamics: a design-driven approach in the hospitality industry

Purpose This study aims to explore the patterns and transformational dynamics of the executive–interpreter network in the innovation processes of small- and medium-sized enterprises in hospitality. Design/methodology/approach Grounded in social network theory and adopting a case-based approach, this study features a multi-case design focusing on three Chinese boutique hotels. Data were collected through Web page and document reviews, participant observations and semistructured interviews. Findings Results capture how executive–interpreter network dynamics contribute to innovation in small- and medium-sized hotels. Key factors in social networks (e.g. size, scope and strength) shift throughout innovation. This study presents a design-driven approach as a means of innovation. Findings also delineate the network development conditions under which innovation dynamically occurs in boutique hotels. Practical implications Practical implications center on how network dynamics help small- and medium-sized hotels innovate more effectively. These insights can assist hotel operators and prospective market entrants in improving their hotels’ performance and competitiveness. Originality/value This study blends social network theory with a design-driven approach to explore innovation mechanisms in small- and medium-sized hotels. It offers empirical evidence for practitioners regarding design-driven innovation. Findings enrich the body of knowledge on both design-driven innovation theory and hospitality innovation.

Adaptation Strategies for the post recovery of Medium-Sized Hotel Businesses from the COVID-19 Pandemic in Koh Samui Island, Thailand

This study aims to investigate the adaptation strategies and factors related to business recovery among medium-sized hotel entrepreneurs in Koh Samui District, Surat Thani Province during the COVID-19 pandemic. The research surveyed 150 participants, and data analysis was performed using statistical techniques such as frequency, percentage, mean, standard deviation, t-test, F-test, One-Way ANOVA, and Chi-Square test. The study found that the majority of hotel entrepreneurs operate independently, with a primary customer base of foreign tourists, and promote their businesses through online advertising. The impact of the pandemic on revenue, occupancy rate, and employment was severe, with a decrease of 81-100%. During the recovery period, hotel business owners recognized the need for adjustment, with operations being the highest priority, followed by marketing, finance, human resources, and customer aspects. Furthermore, hotel type, star rating, and marketing strategies had varying impacts on the adjustments made during the recovery period. The study concludes that the severity of the pandemic's impact is related to the adaptation strategies of medium-sized hotel business owners during the recovery period. Therefore, the findings of this study can provide a guideline for hotel entrepreneurs to manage their businesses effectively during future pandemics.

Analysing the Impact Factors of Customer Loyalty Among Small and Medium-Sized Hotels (Smshs) in Dubai

Purpose: This study aims to identify the most important characteristics that contribute to customer loyalty in the hotel sector, specifically in Dubai's hotels. Theoretical framework: Small and medium-sized hotels (SMSHs) were examined from the standpoint of their customers using customer loyalty as a performance metric. This research will shed additional light on how customer satisfaction and trust in SMSHs contribute to customer loyalty, particularly within Dubai's hotel sector SMSHs. Design/methodology/approach: A quantitative study involves the use of statistical analysis and numerical data to test hypotheses and draw conclusions about the relationships between variables based on a sample of 372 respondents from SMSHs in Dubai. Findings: The findings showed a positive and significant relationship between customer trust, service quality, customer satisfaction and customer loyalty in the SMSHs in Dubai. Also, customer satisfaction mediates the relationship between customer trust and customer loyalty, and customer satisfaction mediates the relationship between customer trust and customer loyalty in the SMSHs in Dubai. Research, Practical & Social implications: To boost client satisfaction, hotels should undertake a more detailed service assessment of online hotel performance and improve the hotel's application system, which is prone to faults, by speeding up digital technology. Originality/value: An original study on small and medium-sized hotels in Dubai would provide valuable insights into the unique challenges and opportunities faced by this segment of the hospitality industry in a highly competitive and dynamic market.

Critical success factors for virtual hotel operator partnership with small- and medium-sized hotels: perspectives of owners and operators

PurposeThis paper identifies the critical success factors (CSFs) of virtual hotel operator (VHO) in using hotel management system partnerships with small- and medium-sized hotels (SMSHs).Design/methodology/approachThis study uses a qualitative approach, with 25 semi-structured interviews with hotel owners and VHO management. Thematic analysis is used to determine themes to evaluate hotel owners and operators' perceptions.FindingsCSFs for VHO partnership with SMSHs include marketing and promotion strategies, client relationships, training and human resources development, hotel operation management, innovation strategies, capital expenditures and property management systems (PMSs). VHOs also have a symbolic impact on the mutualistic relationship with SMSHs by increasing service and enhancing product competitiveness and profitability.Research limitations/implicationsFindings are beneficial for VHO in determining the most significant CSFs, thereby establishing additional metrics in business performance and increasing resilience in the accommodation sector. Further studies can measure the digital technology factors from VHO, including PMSs and mobile applications.Originality/valueThis study first identifies CSFs for VHO companies from the perspectives of hotel owners and management. This contribution adds to the literature on CSFs in the context of digital technology implementation in SMSHs. Moreover, implications are beneficial for VHO management in determining the most significant CSFs for companies to measure the business performance of the companies and increase resilience in the accommodation sector.

Effects of the covid-19 pandemic on the mental health of hotel housekeeping staff

This research aimed to understand the effects of the Covid-19 pandemic on the mental health of workers of hotel housekeeping departments in the city of João Pessoa/PB. A quantitative analysis was carried out, to measure the information gathered from workers of three medium-sized hotels in the capital of the state of Paraíba, using a questionnaire to gather data, and descriptive analysis for the data analysis. It was found that the Covid-19 pandemic had caused impacts on the mental health of workers in this area, mainly in terms of financial worries; fear of losing their jobs; fear of contracting the disease while at work; and fear that if infected, they might pass it on to other members of the family. Added to this were physical fatigue, obsession with cleaning, and stress.

Technological capabilities and global value chains: insights from Spanish SMEs in the hotel industry

PurposeThis study explores the role of international tour operators as the agents assuming the governance and the upgrading of the tourism global value chains (TGVCs), with a special focus on their influence on the development of technological capabilities (TCs) in the hotel industry.Design/methodology/approachThe data used in this article originates from a survey carried out in 2016 on Spanish small and medium-sized hotel companies. An ordinal regression analysis is employed to test the hypotheses proposed in this research.FindingsThis study finds that tour operators exert a positive effect on the technological upgrading process in the hotel industry by stimulating small and medium-sized enterprises (SMEs) to invest in TCs. The causal mechanisms through which these effects take place differ across the various stages of the relationship between hotel companies and tour operators.Practical implicationsThe results have implications both for hotel management in terms of how hotels take advantage of technological upgrading to become more competitive, and for public administrations in terms of what measures can boost the development of hotel TCs in order to increase their added value.Originality/valueTo date, very few studies have analysed the tourism sector based on the influence on the development of TCs of SME hotels by combining GVC concepts and the resource-based view. It is also the first time that the causal mechanisms are shown to explain such influences.

Crisis Management Strategy for Recovery of Small and Medium Hotels after the COVID-19 Pandemic in Thailand

The COVID-19 crisis has created serious and complex challenges for the hospitality industry. A body of literature has identified crisis management practices in the hotel industry at different phases of the crisis. However, the existing literature mainly includes research on large and leading hotels, and knowledge of crisis management practices for small and medium-sized (SME) hotels, particularly at the recovery stage of the crisis, is limited. This paper explores the post-COVID recovery strategies of 386 SME hotels in the upper northern part of Thailand. Structural equation modeling (SEM) was used to test the proposed hypothesis. The results indicate that customer relations (CR)-related and service provision (SV)-related strategies significantly affect SME hotel recovery. Meanwhile, cost-saving (CS) and revenue management (RM) strategies do not have a direct effect but are associated with CR and SV in facilitating SME hotel recovery. This paper provides useful information to assist SME hotel owners and managers in managing how to recover from the pandemic.

Green Human Resources and Innovative Performance in Small- and Medium-Sized Tourism Enterprises: A Mediation Model Using PLS-SEM Data Analysis

Small- and medium-sized enterprises (SMEs), like large corporations, confront new issues related to business sustainability, which necessitates playing a part in environmental protection and enhancing environment-based human resources management strategies in order to remain in business. Green human resources management practices (GHRMPs) have been found to positively impact innovative performance. However, the mechanisms by which GHRMPs influence innovation are not well understood. This study aimed to examine the mediating role of individual green values and job satisfaction in the relationship between GHRMPs and innovative performance. Using a sample of 605 small- and medium-sized (SMEs) hotels and travel agents, structural equation modeling (PLS-SEM) was conducted using SmartPLS program v4 to analyze the obtained data. The study found that GHRMPs were positively related to both individual green values and job satisfaction, and in turn, individual green values and job satisfaction were positively related to innovative performance. The results of this study suggest that individual green values and job satisfaction play a significant mediating role in the relationship between GHRMPs and innovative performance. Practical and theoretical implications were elaborated on and discussed.