Sustainable competitive advantage in tourism organizations: A strategic model applying service dominant logic and tourism's defining characteristics

A conceptual study of the strategic role of gastronomy in tourism destinations

“…RBV has been widely utilized in the hospitality and tourism literature (Lee & King, 2006;Massukado-Nakatani & Teixeira, 2009;Andreu, Claver & Quer, 2010;De Carlo & Dubini, 2010;Peters, Siller & Matzler, 2011;Rusko, Merenheimo & Haanpää, 2013;Evans, 2016;Alonso, 2017b) including in the context of gastronomy tourism (Horng &Tsai, 2012;Alonso & Bressan, 2016;Alonso, 2017a;Alonso, Kok & O'Brien, 2018). For instance, the study of Lee and King (2006), proposes a conceptual model to find out the components determining the competitiveness of the hot springs tourism sector in Taiwan via benefiting the RBV and the theories of industry organization (IO).…”

“…It is generally accepted that there is a strong relationship between tourism and gastronomy (Rand et al, 2003;Chaney & Ryan, 2012;Leng & Badarulzaman, 2014;Chang & Mak, 2018), which destinations can use to gain a competitive advantage (Horng & Tsai, 2012;Mascarenhas & Gandara, 2015). Although there are studies which are benefiting strategic approaches such as resource-based view (Lee & King, 2006;Massukado-Nakatani & Teixeira, 2009;De Carlo & Dubini, 2010;Evans, 2016;Alonso, 2017b;Horng &Tsai, 2012;Alonso & Bressan, 2016;Alonso, 2017a), emergent strategy (Bourlakis & Bourlakis, 2001;Ottenbacher & Harrington, 2013;Aydın, 2019) and positioning strategy (Chen & Uysal 2002;Claveria & Poluzzi, 2017;Evren & Kozak, 2018;Frochot, 2003;Gianezini, Alves, Techemayer & Révillion, 2012;Klinger, Silveira-Martins, de Castro & Rosetto, 2019) in hospitality, tourism, and gastronomy literature, there is not much dealt with the question of what is the strategic role of gastronomy in tourism destinations. Especially the study which has benefited these three strategic approaches (resource-based view, emergent strategy and positioning strategy) to investigate the strategic role of gastronomy in destinations remains underexplored in the literature.…”

Simultaneous Moderation Effect of Industry Forces and Firm Resources on Entrepreneurial Orientation: A Case Study of Small Size Hotels in Ghana

“…Technology is gradually becoming a critical source of sustainable competitive advantage in the hospitality industry, particularly in the areas of description, promotion, distribution, amalgamation, organization and delivery of hospitality products [26,28]. The use of IT, more than ever before is a major prerequisite in forming strategic alliances, developing innovative distribution methods and communicating with consumers and partners while satisfying consumer demand [29,23]. Customers and partners alike tend to place greater importance on firms which utilize information technology to a greater extent than their competitors due to availability of information.…”

Competitive Intelligence and Sustainable Competitive Advantage in the Hotel Industry

“…Previous literature notes that compilation and CI use requires organizational resource allocation, such as personnel and funds for CI acquisition, and that the organizational size (e.g., number of employees) is an indicator of potential organizational resources [40]. Considering that hotels possess singular organizational characteristics [41] related to their star rating, belonging to a chain and quality certificates [20,42], we want to prove whether these organizational characteristics are associated with a greater effort to obtain CI. Thus, we formulate the second research hypothesis: Hypothesis 2 (H2): Hotels' organizational characteristics are associated with a greater effort to obtain CI.…”