Enhancing business performance of hotels: The role of innovation and customer orientation

Grissemann, Ursula S.; Plank, Andreas; Brunner-Sperdin, Alexandra

doi:10.1016/j.ijhm.2012.10.005

Cited by 216 publications

(208 citation statements)

References 75 publications

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“…Innovation was found to contribute to SBMCC, as in previous studies [15,20,79]. This study contributes to the literature by prioritizing the capabilities and competencies, thereby revealing a better understanding of innovation in these areas and of SBMCC.…”

Section: Theoretical Implicationssupporting

confidence: 67%

Understanding Innovation for Sustainable Business Management Capabilities and Competencies under Uncertainty

Liao

Tseng

et al. 2015

Sustainability

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Abstract:In recent years, many firms have come to understand that innovation is an important issue in sustainable business management, as it helps improve firm capabilities and competencies. Because of the fiercely competitive environment in the hotel industry, innovation has become a critical factor in the process of hotel differentiation, leading to sustainable business success. However, the literature has not thoroughly examined the role of innovation or the hierarchical structure of the capabilities and competencies in sustainable business management. This study adopts interval-valued triangular fuzzy numbers and grey relational analysis to provide a competitive priority ranking for the aspects and criteria that assist firms in decision-making. The study results indicate that innovation in technology capabilities and networking and social capabilities-in addition to competencies in systemic thinking-are the most important aspects of sustainable business management. In particular, this study indicates that to succeed in building a sustainable business in the hotel industry, firms should upgrade and integrate their business technologies, collaborate with actors inside and outside the firm, build trust as well as a shared vision that includes common agreement, and develop competencies in inventive thinking to support innovation and foster changes in strategy, structure, administrative procedures, and systems when necessary. OPEN ACCESSSustainability 2015, 7 13727

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Section: Theoretical Implicationssupporting

confidence: 67%

Understanding Innovation for Sustainable Business Management Capabilities and Competencies under Uncertainty

Liao

Tseng

et al. 2015

Sustainability

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“…This is why customer-oriented strategies are more efficient than other alternatives, as Grissemann, Plank and Brunner-Sperdin (2013) have shown in their research. Kim, Cho and Brymer (2013) checked some hypotheses regarding explanatory factors of better performance; the empirical study was based on a sample of 95 hotels from 65 cities in United States.…”

Section: Literature Reviewmentioning

confidence: 82%

The irruption of AirBNB and its effects on hotels' profitability: An analysis of Barcelona's hotel sector

Aznar¹,

Sayeras²,

Rocafort

et al. 2017

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Purpose: The aim of this study is to analyze the existence of a relationship between the presence of nearby substitute products, mainly Airbnb flats or rooms, and the effect on the revenue and profitability of hotels. Design/methodology:The empirical study is based on the analysis of financial information provided in the annual reports of a sample consisting of 43 hotels (11.78% of the population).As an explanatory variable for profitability, we have considered the presence of apartments listed in Airbnb that are no farther than one kilometer from each hotel. Considering that most of the variables used do not follow a normal distribution, the existence of a relationship between profitability and the explanatory variables has been tested using non-parametric tests, namely, the Spearman correlation coefficient and Kruskall-Wallis test. Findings:We found a positive correlation between presence of Airbnb apartments and return on equity. This fact can be explained by considering the presence of Airbnb apartments as a variable that measures the attractiveness of the location from a tourist's point of view. Hotels -147-Intangible Capital -http://dx.doi.org/10.3926/ic.921 located near the city center or main tourist areas of the city have a higher level of profitability.We also found no evidence of any relationship between profitability and star category; 4-and 3-star hotels have experienced, on average, a lower drop in revenues between 2008 and 2013 and they also obtained a higher average level of profitability in 2013 as compared to the upper segment of 5-star hotels. Research limitations/implications:This research has been conducted in the city of Barcelona. Future research using the same methodology should be applied to other cities with an important hospitality sector to reinforce our findings. The main implications of this research refer to the importance of location as a key strategic variable in hospitality, and to the change in the system customers use to evaluate the quality of a hotel, according to which the traditional star category system has been partially replaced by new sources of information available through the new communication technologies.Originality/value: This paper is one of the first contributions that scholars have made to obtain a deeper understanding of the effects of the new forms of the sharing economy, focusing on the hospitality industry.

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“…Microfirms dominate the tourism industry comprising almost ninety percent of the total population of firms (Failte Ireland, 2010). Historically, the tourism industry has adapted to changing market environments by innovating at the levels of customer service, product offerings and marketing capabilities (Camison and Montfort-Mir, 2012;Grissemann et al, 2013). Customer service levels in the tourism industry are in need of continual renewal (Failte Ireland, 2010) and existing approaches, often based on achieving minimum levels of quality are inadequate as new customers become more price conscious, less brand loyal and more sophisticated in their behaviour (Camison and Montfort-Mir, 2012).…”

Section: Managerial Capability For Innovation In Tourism Microfirmsmentioning

confidence: 99%

Managerial capability for innovation for microfirms: integrating theory with empirical evidence

Kearney

Harrington

Kelliher

2017

The Irish Journal of Management

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The research considers a recently developed model of managerial capability for innovation in the microfirm context. Microfirms are firms employing less than 10 people. The research takes an interpretivist methodological approach based on a pilot study of five in-depth interviews with owner/managers of tourism microfirms. Findings indicate the incremental nature of innovation; the importance of aspects of managerial capability in the guise of leadership, operational capability, strategic thinking and the development of relationships with people. Innovation is shown to emerge through the interaction of aspects of managerial capability and key resource pools. The empirical research results in a refined model of managerial capability for innovation in context. A contribution to microfirm management practice is made through providing a model of managerial capability which can be used to improve the competitiveness of microfirms in the tourism industry. Allied to this contribution it is suggested that policy makers can use the model through further dissemination of their efforts to develop industry best practice. Recommendations for future empirical research based on an expanded microfirm study are suggested.

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Enhancing business performance of hotels: The role of innovation and customer orientation

Cited by 216 publications

References 75 publications

Understanding Innovation for Sustainable Business Management Capabilities and Competencies under Uncertainty

Understanding Innovation for Sustainable Business Management Capabilities and Competencies under Uncertainty

The irruption of AirBNB and its effects on hotels' profitability: An analysis of Barcelona's hotel sector

Managerial capability for innovation for microfirms: integrating theory with empirical evidence

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