Measuring hotel performance: Using a balanced scorecard perspectives’ approach

Sainaghi, Ruggero; Phillips, Paul A.; Corti, Valentina

doi:10.1016/j.ijhm.2013.02.008

Cited by 140 publications

(138 citation statements)

References 74 publications

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“…These variables are suitable for measuring the operational and financial results of individual hotel establishments, and they are very commonly used in the literature and wellunderstood by hotel managers (Sainaghi et al, 2013).…”

Section: Methodsmentioning

confidence: 99%

The Holy Grail

Pereira‐Moliner

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et al. 2015

International Journal of Contemporary Hospitality Management

102

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Design/methodology/approach:The population consists of all 3-to-5 star hotels in Spain. A sample of 350 hotels was classified according to environmental proactivity and performance levels employing a two-step cluster analysis. Significant differences between groups were examined. Findings:The results show two types of environmental behaviour (reactive and proactive), with proactive hotels developing significantly better on both cost and differentiation competitive advantage and achieving significantly higher performance levels. Hotels which achieve above average business performance levels are significantly more environmentally proactive. Practical implications:The present paper demonstrates that environmental management is related to competitive advantages and business performance. Environmental management systems are more developed in higher category, chain-affiliated, and larger hotels. This could be due to having more resources to develop their environmental capability. The environmental proactivity scale employed in this study is presented as a reference measure for hotel managers to benchmark their current practices and implement environmental improvements.2 Originality/value: First, measuring environmental proactivity using four managerial systems (operative, information, strategic and technical) is innovative and provides a more detailed approach to measuring environmental proactivity. Second, demonstrating a double association between environmental proactivity and performance provides fresh insights into the relationship between these variables.

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Section: Methodsmentioning

confidence: 99%

The Holy Grail

Pereira‐Moliner

Font

Tarı́

et al. 2015

International Journal of Contemporary Hospitality Management

102

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show abstract

“…Several studies used self-reported scales to collect managers' views on hotel performance (Wu and Lu, 2012;Wang, 2014). Other studies applied more comprehensive measurements, such as DEA or the balanced scorecard approach (Barros, 2005;Hsieh and Lin, 2010;Sainaghi et al, 2013). In this study, we investigate the effects of service attributes that are more directly linked to operational rather than financial performance.…”

Section: Unit Performancementioning

confidence: 99%

Improving service management in budget hotels

Peng

Zhao

Mattila

2015

International Journal of Hospitality Management

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“…On the other hand, green practices may actually reduce profitability because of extra costs that result from implementation and continuation of sustainable practices. Given the complexity of the problem, several researchers promote the use of multiple perspectives and multiple measures of organizational performance [11] such as Balanced Scorecard (BSC) introduced by Kaplan and Norton [12], which provides a framework for integrating financial and non-financial measures. The BSC provides an enterprise view of an organization's overall performance.…”

Section: Introductionmentioning

confidence: 99%

Development of a Framework for Sustainable Outsourcing: Analytic Balanced Scorecard Method (A-BSC)

2015

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Nowadays, many enterprises choose to outsource its non-core business to other enterprises to reduce cost and increase the efficiency. Many enterprises choose to outsource their supply chain management (SCM) and leave it to a third-party organization in order to improve their services. The paper proposes an integrated and multicriteria tool useful to monitor and to improve performance in an outsourced supply chain. The Analytic Balanced Scorecard method (A-BSC) is proposed as an effective method useful to analyze strategic performance within an outsourced supply chain. The aim of the paper is to present the integration of two methodologies: Balanced Scorecard, a multiple perspective framework for performance assessment, and Analytic Hierarchy Process, a decision-making tool used to prioritize multiple performance perspectives and to generate a unified metric. The development of the framework is aimed to provide a performance analysis to achieve better sustainability performance of supply chain. A real case study concerning a typical value chain is presented.

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Measuring hotel performance: Using a balanced scorecard perspectives’ approach

Cited by 140 publications

References 74 publications

The Holy Grail

The Holy Grail

Improving service management in budget hotels

Development of a Framework for Sustainable Outsourcing: Analytic Balanced Scorecard Method (A-BSC)

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