Small- And 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)

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.

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.

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.

Can both entrepreneurial and ethical leadership shape employees’ service innovative behavior?

PurposeEmployee’s service innovative behavior lays the groundwork for bottom-up innovation and ongoing service improvement in service firms. Therefore, it is vital for service organizations to understand the antecedents of employees service innovative behavior. Drawing upon the social cognitive theory, this study aims to develop a research model that examines the effects of ethical and entrepreneurial leadership on service innovative behavior.Design/methodology/approachData were collected from 178 managers and 415 employees working in 178 small- and medium-sized (SME) hotels in Vietnam.FindingsThe findings showed that ethical leadership has direct and indirect effects on service innovative behavior, while entrepreneurial leadership only influences service innovative behavior via intrinsic motivation. In addition, trust in leader moderates the effect of intrinsic motivation on service innovative behaviorResearch limitations/implicationsThe study advances current scholarly research on leadership by combining the two areas of entrepreneurial and ethical leadership into one theoretical model and examines how these leadership styles generate hospitality employees’ service innovative behavior through the mediating effect of intrinsic motivation and the moderating effect of trust in leader.Practical implicationsThe findings of this research offer significant implications for SME hotels and their managers. In their recruitment processes, hotels should search for particular personality traits, which have been found to predict ethical and entrepreneurial leadership. Hospitality firms also need to encourage communication between leaders and co-workers to enhance employees’ intrinsic motivation.Originality/valueThere are calls for research to examine whether both entrepreneurial and ethical leadership styles can be integrated to enhance employees’ positive outcomes. Evidence about the mechanism linking entrepreneurial and ethical leadership to service innovative behavior is limited. With this stated, the current study makes significant contribution to leadership and innovation literature by filling in these voids.

Examining the effect of entrepreneurial leadership on employees’ innovative behavior in SME hotels: A mediated moderation model

To achieve their innovation and service quality goals and effectively meet customers’ changing demands, hospitality firms are searching for different ways to encourage employees’ innovative behavior. This study examines the role of entrepreneurial leadership in promoting innovative behavior among hospitality employees through mediated moderation effects. Data were collected from employees and managers working in 178 small- and medium-sized (SME) hotels in Vietnam. The findings revealed that intrinsic motivation and trust in leader mediated the association between entrepreneurial leadership and employees’ innovative behavior. In contrast to our prediction, leader–member exchange (LMX) did not moderate the associations between entrepreneurial leadership and intrinsic motivation and trust in leader. Our findings provide important implications for hospitality firms that are investing in innovation activities and searching for ways to encourage innovative behavior in their employees.

An exploratory study of revenue management practice in Nigeria's small and medium-sized hotels

This research investigates the adoption of RM theory in relation to its practice within small and medium-sized hotels (SMHs) in Nigeria based on the semi-structured interviews of 21 hotel managers. The concept of revenue management (RM) has developed since its inception in the early 1970s during the deregulation of the airline industry in the USA. It is now a common phenomenon in the service industry, particularly within the hospitality and tourism industry. This paper reveals that an adequate understanding and application of revenue management theory could maximise every aspect of operations in the hotel sector. This research involves a detailed investigation in the following key areas: the concept of revenue management, price determination, demand prediction and the effect of technology. The research methodology adopted a qualitative approach using semi-structured interviews. Data from the interviews were transcribed and thematic analysis was used to evaluate the findings.

An exploratory study of revenue management practice in Nigeria's small and medium-sized hotels

This research investigates the adoption of RM theory in relation to its practice within small and medium-sized hotels (SMHs) in Nigeria based on the semi-structured interviews of 21 hotel managers. The concept of revenue management (RM) has developed since its inception in the early 1970s during the deregulation of the airline industry in the USA. It is now a common phenomenon in the service industry, particularly within the hospitality and tourism industry. This paper reveals that an adequate understanding and application of revenue management theory could maximise every aspect of operations in the hotel sector. This research involves a detailed investigation in the following key areas: the concept of revenue management, price determination, demand prediction and the effect of technology. The research methodology adopted a qualitative approach using semi-structured interviews. Data from the interviews were transcribed and thematic analysis was used to evaluate the findings.

Factors Influencing Adoption of Green Practices by Small and Medium Sized Hotels in Thailand

This article investigates factors that influence hotel owner-managers’ perception toward green practice adoption in Southern Thailand. The driving factors in research consisted of owner-manager attitudes, environmental awareness, perceived benefits, green consumers, and competitors. A quantitative research design was employed in conducting this study. A total of 236 questionnaires were distributed to hotels ranging from mid-scale hotels to budget hotels. A sample of 145 hotel owner-managers completed questionnaires, which were used for the analysis. This study found that owner-manager attitudes, environmental awareness, and competitors have significantly influenced the adoption of green practices. However, the effect of perceived benefits and green consumers is not significant. This article provides practical implications for small and medium sized hotels (SMHs) to adopt more green practices.

Measuring service quality and customer satisfaction of the small- and medium-sized hotels (SMSHs) industry: lessons from United Arab Emirates (UAE)

PurposeThis study aims to delve upon customer satisfaction and service quality within small- and medium-sized hotels (SMSHs) by using a modified SERVQUAL model.Design/methodology/approachData for the study were collected from a sample of 253 guests of varying nationalities who stayed at SMSHs of one-to-three-star ratings in the UAE. Moreover, 15 face-to-face interviews were conducted. The influence of the five dimensions of the SERVQUAL model on visitors’ satisfaction was explored using structural equation modelling.FindingsThe results indicated that three out of the five dimensions of SERVQUAL, namely, tangible, responsiveness and assurance, have significant positive impact on visitors’ satisfaction of the SMSHs Industry. The remaining two dimensions of SERVQUAL, reliability and empathy, have no significant impact on visitors’ satisfaction.Originality/valueThis study provides a major contribution in that it offers the potential to examine a vastly under researched area of customer satisfaction and service quality of SMSHs in a developing country.

Influence of Critical Success Factors (CSFs) Adoption on the Customer Satisfaction among Small- and Medium-Sized Hotels (SMHs) in Malaysia

Influence of Critical Success Factors (CSFs) Adoption on the Customer Satisfaction among Small- and Medium-Sized Hotels (SMHs) in Malaysia

Entrepreneurial Characteristics, Motives, and Business Challenges: Exploratory Study of Small- and Medium-Sized Hotel Businesses

ABSTRACTThe purpose of this study is to gather information about the determinants and characteristics of the owners/managers of small- and medium-sized hotels (SMSHs) and identify various issues in starting up and operating businesses in the United Arab Emirates. The results of this study reveal that the majority of the owners/managers of SMSHs in the United Arab Emirates are male, young and middle age, and relatively new to the tourism industry. The motivations for the business ventures of the entrepreneurs include wanting to be financially independent, become one’s own boss, involvement in family business and the opportunities of the hotel business. Among the key business challenges highlighted by the owners/managers of SMSHs are stiff competition in the hotel industry, increased operating costs, reduced demand, and lack of skilled employees. Several key strategies have been employed to face these challenges. These include offering competitive pricing, improving the marketing and channels of promotion, enhancing the quality of service and providing superior customer service.

How Can Small and Medium-sized Hotels Compete with International Hotel Chains? Egypt As a Case Study

The majority of the accommodation properties in Egypt, nearly 54%, can be considered as small and medium-sized hotels (SMSHs). This study aimed to explore the position of SMSHs regarding competition with chain hotels, as well as to ascertain the practices that could potentially strengthen the competitive position of SMSHs. This study considers the perceptions of four major stakeholder groups (i.e., managers of SMSHs, tourism intermediaries, hotel guests, government officials) regarding the investigated issue. A qualitative approach was adopted in this study using in-depth semistructured interviews that were conducted with 42 participants. The results of the study revealed that SMSHs held a very weak competitive position against chain hotels. Such weak competitive position can be contributed to a number of operational shortcomings such as: limited services and facilities; low-quality services; and unqualified personnel. However, SMSHs had some operational advantages that could possibly be used for improving their competitiveness (e.g., low prices, friendly service style, and providing original accommodation experience). The results also concluded some suggested practices, for both SMSHs and other stakeholders, which could potentially enhance the competitiveness of SMSHs, such as: developing marketing activities and promoting SMSHs internationally, and establishing independent consortia for SMSHs. The study ended by providing a proposed model and a set of practical implications that would improve the competitive position of SMSHs in Egypt and enhance their performance.

Evaluating Websites of Small-and-Medium-Sized-Hotels (SMHs): A Stages Model of E-Commerce Websites Adoption for Malaysian Hotels

This research focuses on examining small-and-medium-sized hotels (SMHs) in Malaysia, specifically their websites,in order to study their e-commerce website stages model. The website evaluation criteria were used to study 193 websites of SMHs to identify the current stage of e-commerce websites adoption in Malaysia. The findings of the study reveal that 69.9 per cent of SMHs websites in Malaysia have online reservation facilities. In terms of social media marketing, this study highlights that 108 out of 193 websites of SMHs have social media profile links to the website. A total of 93.9 per cent of SMHs did not offer a guest loyalty program on their websites. Based on the results of this study,it can be concluded that SMHs in Malaysia from the sample are presently at stage three of the e-commerce website stages model, which is defined to be a simple interactive website.

Entrepreneurship in the small and medium-sized hotel sector

The purpose of this study is to gather information about the determinants and characteristics of the owners/managers of small- and medium-sized hotels (SMSHs) and identify various challenges in starting up and operating businesses in the United Arab Emirates (UAE). The paper also highlights key actions taken by the owners/managers of SMSHs to manage their business in the competitive business environment. To avoid any bias associated with a specific method, a multi-method research approach has been used for data collection. The results reveal that the majority of the owners/managers of SMSHs in the UAE are male, young and middle-aged with secondary- and higher-education levels, and relatively new to the tourism industry. With the characteristics of self-confidence, perseverance and independence, the motivations for the business ventures of the owners/managers include wanting to be financially independent, become one's own boss, involvement in family business and the opportunities of the hotel business. Among the key business challenges highlighted by the owners/managers of SMSHs are stiff competition in the hotel industry, increased operating costs, reduced demand and lack of skilled employees. Several key strategies have been employed to face these challenges. These include offering competitive pricing, improving the marketing and channels of promotion, enhancing the quality of service and providing superior customer service. At the same time, the owners/managers of SMSHs also felt that the government and policy-makers should play a more proactive role in promoting the tourism sector. This research provides a useful insight into the activities in the hotel tourism business sector and the challenges they encounter while operating in the UAE economy.

Implementing Environmental Management Systems in Small- and Medium-Sized Hotels: Obstacles

Small- and medium-sized enterprises (SMEs) make up the vast majority of businesses in Hong Kong. However, a review of the literature about environmental management and environmental management systems (EMSs) reveals that very few studies have examined EMS implementation in small- and medium-sized hotels (SMHs). This study aimed to identify the barriers to the adoption and implementation of a formal EMS by SMHs in Hong Kong. Exploratory factor analysis indicated that nine factors can hinder the adoption of such a system by SMHs, five of which are unique to these hotels. In descending order, they are (a) lack of a sense of urgency, (b) ambiguity of EMS standards, (c) lack of qualified verifiers/consultants, (d) conflicting guidance, and (e) inconsistent support. The findings offer some explanation for the limited action taken by these hotels to improve their environmental performance. The policy implications for hotel managers who are committed to implementing an EMS are also discussed.

Struktur der Herausforderungen im Management kleiner und mittlerer Hotels – Das Beispiel Schweiz

Zusammenfassung Kleine und mittlere Hotels zählen zum Rückgrat des Tourismus - auch in der Schweiz. Allerdings ist über die konkreten Herausforderungen an das Management solcher Betriebe nur beschränktes Wissen vorhanden. Der vorliegende Beitrag entwickelt und diskutiert einen Ansatz zur Strukturierung und Dimensionierung von Herausforderungen an das Management kleiner und mittlerer Hotelbetriebe in der Schweiz. Anders als zum Teil in der bisherigen Literatur strukturiert sind dies (1) Finanzierung und Erneuerung, (2) Personal und Prozesse, (3) Kooperationen, (4) Marktauftritt (Pull), (5) Qualität sowie (6) Marktpenetration und -erschließung (Push). Hierbei treten je nach Betriebsgröße, Standort und Geschäftsmodell geringfügig unterschiedliche Ausprägungen auf. Innovationsfähigkeit erweist sich weniger als eigene, sondern vielmehr als vorgelagerte oder gar die identifizierten Dimensionen übergreifende Domäne.

Cooperative marketing in the accommodation subsector: Southeastern Mediterranean perspectives

This article examines the concept of cooperative marketing and reviews the wider range of elements that constitute cooperative marketing. Subsequently, the article considers its potential for small- and medium-sized hotels (SMHs) in Cyprus, Greece, and Turkey, and suggests strategies that might stimulate such cooperation. Finally, the article concludes with the implications of cooperative marketing for tourism destinations in general. It is expected that this analysis will help to explore the possibilities of cooperative marketing in the hotel subsector within the limits of the local economies, as well as offering lessons for other countries in the Mediterranean region. © 2000 John Wiley & Sons, Inc.