Strategic Performance Measurement and Value Drivers: Evidence from International Tourist Hotels in an Emerging Economy

Huang, Hao-Chen; Chu, Weidong; Wang, Weikang

doi:10.1080/02642060701673778

Cited by 31 publications

(28 citation statements)

References 27 publications

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“…Learning and growth performance exerts a significant positive impact on organizational internal processes, while internal process performance was found to be strongly associated with customer relationships. These results are also in line with studies carried out by Huang et al (2007), Khan et al (2010), Wu and Hung (2008), as well as with an inquiry conducted by Wu and Tsou (2011) with the aim of exploring the cause-andeffect relationships among performance measurement indicators. Moreover, this study has revealed a significant positive correlation between learning and growth performance and customer relationship performance.…”

Section: Resultssupporting

confidence: 94%

Learning Organization in Greek Advertising and Media Industry: A Way to Face Crisis and Gain Sustainable Competitive Advantage

Dekoulou

Trivellas²

2014

Procedia - Social and Behavioral Sciences

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Vicious competition and financial instability combined with rapid technological evolution and ceaselessly diversifying consumer trends are increasingly intensifying the need for contemporary organizations to continuously seek new sources of competitive advantage in their volatile operating environment. The fundamental source of sustainable competitiveness for the company of the 21st century, is its ability to constantly generate, diffuse and integrate new knowledge, and thus, to transform into learning organization. This organizational ability appears rather important in case of Knowledge Intensive Firms (KIFs), such as advertising and media companies. Due to dramatic decrease in Greek firms profitability caused by the financial recession in the last five years, these companies are required to improve their performance through more learning-and innovation-oriented initiatives. This paper explores the pattern of learning organization as well as its association with organizational performance. A questionnaire survey has been carried out, based on a sample of 330 upper level staff members who are at the helm of 163 Greek advertising and media companies. Findings have brought to light that learning-oriented operation strengthens a company's capacity for improvement through development and innovation, increases effectiveness of organizational processes, enhances relationships with customers, and finally, elevates financial performance. Conclusions have been drawn; recommendations and directions for further inquiry have been provided.

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Section: Resultssupporting

confidence: 94%

Learning Organization in Greek Advertising and Media Industry: A Way to Face Crisis and Gain Sustainable Competitive Advantage

Dekoulou

Trivellas²

2014

Procedia - Social and Behavioral Sciences

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“…Brander-Brown & McDonnell (1995), Phillips (1999), Atkinson & Brander-Brown, (2001), Ittner et al (2003), Banker, Potter & Srinivasan (2005), Haktanir & Harris (2005) and Ramdeen, Santos & Chatfield (2007) concluded that both financial and non-financial performance improve the overall performance of organizations. Other studies including that of Evans (2005) in the United Kingdom, Huang et al (2007) and Chen et al (2011) in China, Bergin-Seers & Jago (2007) in Australia, Min et al (2008) and Kim & Lee (2009) in Korea, Pavlatos & Paggios (2009) in Greece, Ivankovic et al (2010) in Slovenia and Eldeeb (2011) in Egypt confirmed the successful application of BSC as a performance measurement system in hospitality organizations.…”

Section: Literature Reviewmentioning

confidence: 81%

“…Financial and non-financial measures are not substitutes, but non-financial measures are used as supplements to financial measures (Govindarajan & Gupta, 1985). Several research findings (Denton & White, 2000;Harris & Mongiello, 2001;Atkinson & Brander-Brown, 2001;Evans, 2005;Bergin-Seers & Jago, 2007;Huang, Chu & Wang, 2007;Min, Min & Joo, 2008;Kim & Lee, 2009;Pavlatos & Paggios, 2009;Ivankovic, Jankovic & Persic, 2010;Wadongo et al, 2010;Chen, Hsua & Tzengb, 2011) in performance management advocate the relevance of both financial and non-financial measures for a balanced report of hotel performance.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Huckestein & Duboff (1999) and Denton & White (2000) reported on the experiences of White Lodging Services in implementing the BSC and recorded several positive improvements in the performance. Harris & Mongiello (2001) and Doran et al (2002) examined the range of key indicators that hotel managers find useful in managing their businesses, acknowledging the value of the BSC.…”

Section: Literature Reviewmentioning

confidence: 99%

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Balanced Scorecard Usage and Performance of Hotels: A Study from the Tourist State of Uttarakhand, India

Kala¹,

Bagri²

2015

Asia-Pac J Innov Hosp Tour

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Tourism is a major driver of economic growth and livelihood promotion in the Uttarakhand state of India. The contribution of tourism to the state gross domestic product (GDP) and employment generation is significant. The expansion of tourism inevitably brings about the development of the hotel industry. Hotels must create effective competitive strategies for survival and use a performance measurement system that meets the requirements of a changing environment. Several studies have been conducted to study the rich tourist potential of the state. However, no research studies are available regarding performance measurement practices adopted by hospitality managers in Uttarakhand for measuring the performance of their establishments. The present study examines existing performance measurement practices used by hotel managers that employ the balanced scorecard (BSC) − an innovative and comprehensive performance measurement framework for assessing the performance and progress of hotels in this mountainous state of India. The results indicate that in spite of using measures from different perspectives inherent to the original BSC, hospitality managers are not aware of the concept of BSC in a formal manner. The study reveals that hotels in Uttarakhand still focus on the use of financial measures as compared to non-financial measures for measuring performance. The study supports the link between hotel performance and BSC measures usage.

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“…The Chinese government views the tourism industry as an engine for economic growth and has taken various measures to support it (Huang et al, 2007). Statistics and information from the Ministry of Tourism show that China has designated 99 cities as famous historical and cultural cities of national caliber, and has placed 750 cultural relics under key protection.…”

Section: Introductionmentioning

confidence: 99%

Exploring the efficiency of international tourism development in an emerging market

Kao¹,

Lin²,

Lai³

et al. 2011

Afr. J. Bus. Manage.

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Strategic Performance Measurement and Value Drivers: Evidence from International Tourist Hotels in an Emerging Economy

Cited by 31 publications

References 27 publications

Learning Organization in Greek Advertising and Media Industry: A Way to Face Crisis and Gain Sustainable Competitive Advantage

Learning Organization in Greek Advertising and Media Industry: A Way to Face Crisis and Gain Sustainable Competitive Advantage

Balanced Scorecard Usage and Performance of Hotels: A Study from the Tourist State of Uttarakhand, India

Exploring the efficiency of international tourism development in an emerging market

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