2011
DOI: 10.1016/j.ijhm.2010.03.012
|View full text |Cite
|
Sign up to set email alerts
|

Privatization, market competition, international attractiveness, management tenure and hotel performance: Evidence from Slovenia

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
4
1

Citation Types

3
66
0

Year Published

2011
2011
2022
2022

Publication Types

Select...
8

Relationship

0
8

Authors

Journals

citations
Cited by 75 publications
(69 citation statements)
references
References 63 publications
3
66
0
Order By: Relevance
“…These variables have been used in previous studies in the literature (Good et al, 1993;Ray and Mukherjee, 1994;Barros and Dieke, 2008;Assaf and Agbola, 2009). Star rating is a reflection on quality (Assaf and Knežević, 2011), and the age of a hotel is a reflection on the experience that a particular hotel develops over time (Assaf and Knežević, 2011).…”
Section: Control Variablesmentioning
confidence: 99%
“…These variables have been used in previous studies in the literature (Good et al, 1993;Ray and Mukherjee, 1994;Barros and Dieke, 2008;Assaf and Agbola, 2009). Star rating is a reflection on quality (Assaf and Knežević, 2011), and the age of a hotel is a reflection on the experience that a particular hotel develops over time (Assaf and Knežević, 2011).…”
Section: Control Variablesmentioning
confidence: 99%
“…On the other hand, well-organized rural tourism in Slovenia started at the beginning of the 1970s [6][7][8]. The country has undergone a serious process from the foundation of advisory services, establishing technical conditions and categorization, engaging experts to establishing associations, creating original rural tourism product, training of the locals, and many promotional activities [9,10].…”
Section: Introductionmentioning
confidence: 99%
“…Data Envelopment Analysis (DEA), Bootstrapped Data Envelopment Analysis (BDEA), Stochastic Frontier (SF), and the Malmquist Index (MI)) and different measures and definitions of inputs and outputs. The traditional use of simple performance ratio measures is not common anymore; in fact the shift is more towards methods that can account for the multiple input/output complexities of the hotel industry (Hwang and Chang, 2003;Reynolds, 2003;Barros and Alves, 2004;Barros, 2005;Chiang et al, 2004;Sigala et al, 2004;Wang et al, 2006;Barros and Dieke, 2008;Assaf and Knežević, 2010).…”
Section: Introductionmentioning
confidence: 99%