Global strategies in the international hotel industry

International Hotel Strategy and Institutional Distance: A Conceptual Framework

“…This might have led to an underestimation of the behaviour shaping influence institutions can have on economic actors. That resulted in a continued focus on industrial organisation economics frameworks to explain the majority of empirical findings in international hotel strategy papers such as in Pine and Qi (2004), Whitla et al (2007) or Gannon et al (2012).…”

“…Additionally, strategic levers will appear without the term 'global'. This is because, with a few exceptions, the majority of international hotels rarely operate globally, but are more concerned with international operations within their home regions, or outside of their home base merely entertain few flagship sites in order to cater to international business travellers (Whitla et al, 2007;Rugman & Verbeke, 2008 Contractor and Kundu, 1998;Contractor et al, 2003;Yang and Wang, 2004;Hallin and Marnburg, 2008;Zhang et al, 2012 Standardisation of services…”

“…Lately this argument also found its way into the travel and tourism (Aramberri, 2009), as well as hospitality management literature (Whitla et al, 2007;Littlejohn et al, 2007).…”

“…Rugman et al, 2011) and hospitality management (e.g. Whitla et al, 2007). It aims to allow researchers to include a coherent theoretical perspective while investigating international hotel strategy and to develop robust conclusions which can contribute to theory and practise.…”

“…It is thereby connected with the 'global levers' typology, used extensively in the hospitality management literature (e.g. Whitla et al, 2005, Whitla et al, 2007 as developed by Yip (1992). This allows to narrow gaps in the broader international hotel literature, but also aims to provide guidance to overcome some of the shortcomings identified in the strategy literature concerning Yip's framework (Whitla et al, 2005) and strategic hospitality management literature (Harrington & Ottenbacher, 2011).…”