Hotel strategies in times of COVID-19: a dynamic capabilities approach

Marco‐Lajara, Bartolomé; Ruiz‐Fernández, Lorena; Seva‐Larrosa, Pedro; Sánchez‐García, Eduardo

doi:10.1080/13032917.2021.1969960

Cited by 22 publications

(13 citation statements)

References 76 publications

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“…Our findings demonstrating the positive effect of DCs on employment supplement the wider literature indicating that DCs are positively associated with a range of performance measures during the COVID-19 pandemic, including greater operation levels and turnover (Clampit et al, 2022;Dejardin et al, 2022), sales volume growth, sales growth, profit, return on investment, employee productivity, and market share (Li et al, 2022), competitive advantage (Fainshmidt et al, 2016) and other industry-specific outcomes (Marco-Lajara et al, 2021). We extend these studies to employment growth and further show that SMEs with greater operational levels and turnover (Clampit et al, 2022;Dejardin et al, 2022) resulting from DCs utilised during the first lockdown had more confidence that they could adapt and grow in employment despite the impact of the pandemic.…”

Section: Dynamic Capabilitiessupporting

confidence: 76%

Dynamic capabilities and employment during COVID-19: The moderating effect of government support

Matikonis

Graham

2023

International Small Business Journal: Researching Entrepreneurs

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Although small and medium-sized enterprises (SMEs) were particularly hard hit by the coronavirus disease 2019 (COVID-19) pandemic, some performed relatively well, maintaining or increasing employment growth. We study these differences in performance through the lens of dynamic capabilities (DCs) theory, which we extend by incorporating the moderating effect of government support during COVID-19. We analyse responses from 1421 UK SMEs and find that government support and DCs positively impact employment. We also show that government support moderates the link between DCs and employment with a negative effect after the first COVID-19 lockdown. The findings highlight the role of government policy intervention in discouraging SMEs from effectively exercising DCs during a crisis and the general importance of DCs and government support in enabling SMEs to cope with shocks.

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Section: Dynamic Capabilitiessupporting

confidence: 76%

Dynamic capabilities and employment during COVID-19: The moderating effect of government support

Matikonis

Graham

2023

International Small Business Journal: Researching Entrepreneurs

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“…Finally, we used stakeholder theory to guide our interpretation of the data, constraining our interpretations. It may be fruitful to use an alternative lens, such as dynamic capabilities (Teece et al, 1997), for understanding hotelier strategies through crisis, as evidenced by recent papers (Clampit et al, 2021; Marco-Lajara, et al, 2021). Beyond this, we see opportunity for researchers to incorporate both stakeholder theory and dynamic capabilities, assuring that all stakeholders are being addressed while hoteliers engage in sensing, seizing, and transforming activities in managing crises.…”

Section: Discussionmentioning

confidence: 99%

Light at the end of a very dark tunnel: An examination of the survival and recovery strategies of Iranian tourist accommodation businesses during the Covid-19 pandemic

Salari

Murphy

2022

Tourism and Hospitality Research

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The COVID-19 pandemic enters year three, with no end in sight. Among hoteliers, small family run businesses have been among the hardest hit. We interview owners of small Iranian Eco-tourism lodges (Ecolodges). Using MAXQDA 2020 software, thematic analysis revealed 10 main themes, condensed into five discussion topics. Stakeholder theory shapes our discussion of findings, revealing roles of internal and external stakeholders. Findings also include the reactive and innovative strategies ecolodges use to stay open and generate cash flow, the importance of stakeholder communications and accessing up-to-date government rules, the value of constant learning, and H.R. practices that assure stakeholders’ well-being.

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“…Of those focussing on use of DCs, scholars have considered their importance for SMEs during the pandemic (in this category are : Clampit et al, 2022;Ozanne et al, 2022;P aez et al, 2022;Zahoor et al, 2022). The prior literature applying dynamic capabilities as a theoretical framework to enhance understanding of the impact of COVID-19 on SMEs (Ashiru et al, 2022;Clampit et al, 2022;Dejardin et al, 2022;Dyduch et al, 2021;Malewska et al, 2021;Marco-Lajara et al, 2022;Rashid and Ratten, 2020;Zahoor et al, 2022) has resounding complementarities with the more established pre-and post-pandemic parallel literature on entrepreneurial resilience (e.g. Fares et al, 2022;Macpherson et al, 2015;Manfield and Newey, 2018;Martinelli et al, 2018).…”

Section: Literature Review and Underpinning Theoretical Frameworkmentioning

confidence: 99%

“Stay home, save SMEs”? The impact of a unique strict COVID-19 lockdown on small businesses

Mukherjee,

Scott,

Deakins

et al. 2023

IJEBR

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PurposeIn exploring how small and medium-sized enterprises (SMEs) overcame COVID-19 restrictions by deploying their specific dynamic capabilities to pivot their business models, this article explains the novel approaches that SMEs take and how they have responded to the financial challenges that arose from the pandemic.Design/methodology/approachThe article adopts a dynamic capabilities lens to explain: (1) the specific financial effects of the relatively “short” (seven week) COVID-19 lockdown during March and April 2020 on SMEs; (2) the barriers they faced; and (3) how they overcame these barriers. The data were collected via semi-structured interviews with the owner-manager or a senior manager in each surveyed SME. The interview data were analysed using NVivo.FindingsAnalysis of the findings revealed five key factors: (1) the capability of SMEs to access external resources, especially entrepreneurial finance; (2) their ability to reconfigure resources and plan for the longer term, yet retain flexibility; (3) how entrepreneurial learning provided the capability to deal with the “unplanned” events/uncertainty; (4) the importance of networking and sources of information; and (5) the remarkable optimism for a future recovery, despite the difficulties of the trading period.Originality/valueThis research fills a unique niche, as no previous studies have examined the resilience and dynamic capabilities of SMEs during a complete lockdown and business shutdown of this magnitude. This context, unprecedented in the history of modern economies, offers a new lens through which to understand the mechanisms of business survival and adaptation in times of severe disruptions. No previous studies have been conducted in unique circumstances during a time when SMEs were faced with such a strict lockdown with travel and business completely shut down.

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Hotel strategies in times of COVID-19: a dynamic capabilities approach

Cited by 22 publications

References 76 publications

Dynamic capabilities and employment during COVID-19: The moderating effect of government support

Dynamic capabilities and employment during COVID-19: The moderating effect of government support

Light at the end of a very dark tunnel: An examination of the survival and recovery strategies of Iranian tourist accommodation businesses during the Covid-19 pandemic

“Stay home, save SMEs”? The impact of a unique strict COVID-19 lockdown on small businesses

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