Measuring hotel performance using the balanced scorecard: A theoretical construct development and its empirical validation

The balanced scorecard of a new destination product: Implications for lodging and skiing firms

“…Five studies are devoted to tourism development (De Carlo et al, 2008) with a particular emphasis on sustainability (Vila et al, 2010), benchmarking (Zins, 2014), the segment visiting friends and relatives (VFR) (Gorbunov et al, 2016) and corporate social responsibility (Chu and Chung, 2014). Hospitality papers explore "classical" themes, such as BSC development and implementation (Huckestein and Duboff, 1999;Denton and White, 2000;Doran et al, 2002), relationships with performance measurement (Elbanna et al, 2015;Kryukova and Sokolova, 2014;Lin and Lin, 2010;Min et al, 2008;Park and Gagnon, 2006;Phillips and Louvieris, 2005), strategy (Evans, 2005;Phillips, 2007), human resource management (McPhail et al, 2008;Nazarian et al, 2017;Salehzadeh et al, 2015), web sites (Kim et al, 2014;Lee and Morrison, 2010;Pranić et al, 2014), band management (Jackson and Qu, 2008) and corporate social responsibility perspective (Kang et al, 2015). Some papers investigate a central question of this model: the relationships among the four perspectives (Chen et al, 2011;Huang et al, 2007;Liang and Hou, 2007); the work of Chen et al 2011is the most cited paper of Table 1.…”

“…Although the BSC has been increasingly mention in the hospitality literature, as argued by Phillips and Louvieris (2005), and more recently Elbanna et al, (2015) we seek to provide more empirical research to operationalise the BSC in the hospitality sector. We make three contributions to the literature.…”

A Proposed Empirical Model for Adopting Balanced Scorecard as a Tool for Performance Measurement in Hotels

“…In a study on UK hospitality organizations, James (2009) reported that Hilton Hotel Corporation, Greene King, and InterContinental Hotels Group have used the BSC measurement system. Generally, hotels encompass various activities (i.e., rooms, food, and beverage), which requires using different set of measures (Elbanna et al, 2015). In addition, the competition in hospitality industry is growing rapidly, which requires an effective strategy management.…”

“…Moreover, hotels today become customer oriented. All these created the need to use an effective performance measurement system like the BSC system (Elbanna et al, 2015).…”

Identifying the Optimal Combination of Hotel Room Distribution Channels: A DEA Analysis with a Balanced Scorecard Approach

“…Measuring success in the hotel industry prior to the advent of the BSC was somewhat limited to traditional financial ratio analysis (including average daily rate, revenue per available room and occupancy rate) that could characterize financial performance (Elbanna, Eid, & Kamel, 2015;Neves & Lourenco, 2009). Research has shown that these traditional operational metrics provided a picture of profitability in terms of efficiency but failed to provide a systematic depiction of effectiveness in terms of achievement of strategic objectives (Sainaghi, et al, 2013).…”