Course of Values of Key Performance Indicators in City Hotels during the COVID-19 Pandemic: Poland Case Study

Widz, Monika; Krukowska, Renata; Walas, Bartłomiej; Kruczek, Zygmunt

doi:10.3390/su141912454

Cited by 3 publications

(4 citation statements)

References 47 publications

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“…HR performance or employee numbers, another indicator (Cvelbar and Dwyer, 2013; Cavero-Rubio and Amorós-Martínez, 2020), also emerged as a significant indicator of performance particularly during the COVID-19 due to large numbers of employee layoffs (Lai and Wong, 2020). Widz et al (2022) also suggest that it is worthwhile to extend performance analyses with HR-related indicators during COVID-19 pandemic.…”

Section: Methodsmentioning

confidence: 99%

“…Research measuring performance in hospitality and tourism used r evenue industry (Kosova and Enz, 2012; Widz et al , 2022), price and number of customers as three key financial performance indicators. Other research used these financial indicators for both measuring performance of industry and at organization level (Cvelbar and Dwyer, 2013; Cavero-Rubio and Amorós-Martínez, 2020).…”

Section: Methodsmentioning

confidence: 99%

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Characteristics of crises resilient organizations in the hospitality and tourism industry

Aydogan

Curiel

Antonovica

et al. 2023

IJCHM

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Purpose COVID-19, like many previous crises, proved once more that some hospitality and tourism organizations are more crises resilient than others. Despite increasing frequency and magnitude of crises, little is known about the features of crises resilient organizations and mitigation strategies they adopt. If the characteristics of such resiliency are identified, those strengths might be targeted. Hence, the purpose of this study is to identify characteristics of crises resilient organizations by analyzing the interface between different organizational characteristics, recovery strategies they adopted and impacts of COVID-19 on individual hospitality and tourism organizations. Design/methodology/approach A global sample of 202 respondents from 20 countries and four continents, representing different sectors of the hospitality and tourism industry, participated in the survey. Descriptive analysis and cluster analysis were used to rank the items and group hospitality and tourism organizations based on their crises resiliency. Findings Service quality, loyal customers, branding, high paid in capital, domestic market base, hygiene and safety image, information and communication technology adoption, product and market diversification and restructuring debts emerged as major characteristics and strategies of crises resilient organizations. Using cluster analysis, four different groups of organizations were identified. Based on the impacts of COVID-19 on these organizations, Cluster-1 emerged as significantly more crises resilient, whereas Cluster-4 organizations were significantly more vulnerable to crises. Their characteristics and mitigation strategies they adopted were discussed. Research limitations/implications The paper not only identified features of crises resilient organizations and successful mitigation strategies but also measured their impact on various performance indicators. Future studies might use characteristics, mitigation strategies and performance indicators identified in this study. Practical implications Based on the findings, tourism organizations would focus on strengthening characteristics and implementing strategies that make crises resilient organizations. Public bodies and destination management would also set their decision criteria based on these findings to create a more resilient tourism industry. Originality/value This research not only identifies how hospitality and tourism organizations are affected by COVID-19 but also how these impacts change based on different organizational characteristics and strategies. Understanding which organizational characteristics affect the crises vulnerability of hospitality and tourism organizations might inform risk and crises management literature and structural design elements in tourism businesses, hence offer both theoretical and practical implications.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Characteristics of crises resilient organizations in the hospitality and tourism industry

Aydogan

Curiel

Antonovica

et al. 2023

IJCHM

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“…For example, KPIs for hotels could relate to customer satisfaction, customer complaints, maintaining a star hotel classification rating, attitude, behavior and expertise of employees (Kala and Bagri, 2014). Widz et al (2022) emphasize the essential importance of financial KPIs in a crisis because they are precise. KPI evaluation can confirm the competitiveness of the company's operation, including the achievement of sales targets and the most frequently used KPIs in accommodation in a crisis are the percentage of occupancy, average revenue and revenue per room.…”

Section: Digital Twinmentioning

confidence: 99%

“…Widz et al. (2022) emphasize the essential importance of financial KPIs in a crisis because they are precise.…”

Section: Literature Reviewmentioning

confidence: 99%

Digital twin: an approach to enhancing tourism competitiveness

Litavniece,

Kodors,

Adamoniene

et al. 2023

WHATT

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PurposeThis study presents the concept of digital twin technology for the digitalization of tourism product competitiveness promotion recommendations.Design/methodology/approachA qualitative research method was applied, conducting pilot interviews with representatives of the tourism industry in order to evaluate the key performance indicators (KPIs) and ecosystem specific to the tourism product category “food service”. Based on expert evaluations, a recommendation for promoting the competitiveness of the tourism product was created. The expert evaluations and the provided recommendations were used to create a model of the digital twin for the promotion of tourism competitiveness.FindingsThe study found that it is possible to digitize tourism experts' knowledge into a format compatible with recommendation system development to create a digital twin to promote the competitiveness of the tourism industry.Originality/valueCurrently, there is almost no research on the use of digital twins in the tourism industry. The application of this methodology in practice can ensure the promotion of the competitiveness of the tourism sector.

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How did Hotels Measure Performance during Covid-19? Insights from Central and Eastern Europe

Jugović,

Maričić

2024

Business Systems Research Journal

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Background One of the industries that was among the most disrupted by the Covid-19 pandemic was the tourism industry. Hotel owners and managers needed guidelines on how to combat the “new normal” and enable the sustainable economic operation of the hotels they managed. Objectives This paper addresses the problem of identifying performance management (PM) indicators hotel managers turned to during the pandemic and the factors which motivated them to do so. Methods/Approach Managers of hotels in winter destinations in Serbia and Bosnia and Herzegovina were surveyed on the performance measures they implemented in the hotels they managed. Results The results of the research show that in the era of the Covid-19 pandemic, hotel managers relied on both organisational and operational measures but found operational indicators more useful. The characteristics of managers, such as business position in the hotel, age, level of education and level of work experience, are related to the choice of indicators and levels of their implementation. Also, the hotel’s characteristics, such as size, revenue, and growth rate, proved to have an impact on the level of PM indicators measured. Conclusions In times of crises, such as pandemics, organisational PM indicators that rely mainly on financial results are not as useful as operational ones. The reliance on operational measures of indicators increased the resilience of hotels.

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Course of Values of Key Performance Indicators in City Hotels during the COVID-19 Pandemic: Poland Case Study

Cited by 3 publications

References 47 publications

Characteristics of crises resilient organizations in the hospitality and tourism industry

Characteristics of crises resilient organizations in the hospitality and tourism industry

Digital twin: an approach to enhancing tourism competitiveness

How did Hotels Measure Performance during Covid-19? Insights from Central and Eastern Europe

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