The Influence of the Intensity of Collaboration and Type of Management on the Performance of Swiss Hotels

Labben, Thouraya Gherissi; Mungall, Andrew

doi:10.1016/s1745-3542(06)03009-8

Cited by 3 publications

(10 citation statements)

References 28 publications

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“…Horizontal relationships did present a significant influence on firm performance (H2), corroborating previous studies (Labben and Mungall, 2007;Maggioni et al, 2014). Horizontal relationships are generally described as more complex because of the difficulty in verifying possible joint action synergies and overlap of market niches (Bengtsson and Kock, 2014;Gnyawali and Charleton, 2018).…”

Section: Discussionsupporting

confidence: 87%

“…The formation of vertical and horizontal relationships are explained by access to resources or the combination of complementary resources (Casanueva et al, 2015); the optimization of the productive process through the reduction of uncertainty and costs of transactions (Thorelli, 1986), enhanced production flexibility, environment adaptation and information access (Miles and Snow, 1986;Hoffmann et al, 2014); and learning, economies of scale and scope and innovation (Labben and Mungall, 2007;Verschoore et al, 2016). Tourism literature usually considers interorganizational relations as desirable for both firm and destination performance (Volgger and Pechlaner, 2015;Denicolai et al, 2016;Mwesiumo and Halpern, 2017;Silva et al, 2020).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Horizontal relationships are important for the development of the firm as they represent an opportunity for information exchange and learning (Gimeno, 2016). Previous studies indicate that horizontal relationships have positive results on innovation (Wu, 2014), capabilities development (Carvalho et al, 2020) and firm performance (Labben and Mungall, 2007;Park et al, 2014), especially for small and medium-sized firms (Raposo et al, 2014;Verschoore et al, 2016), as those in the tourism economy. Cooperation between companies at the same stage of the productive chain in tourism is determinant in the firm's performance (Maggioni et al, 2014).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Clusters or networks: interorganizational relationships influence on Brazilian hotel performance

Vieira

Hoffmann

Reyes

et al. 2021

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Purpose Although interorganizational relationships are acknowledged as positive for tourism, studies on the subject fail to systematically analyze the joint effects of relationships with different types of organizations. The purpose of this paper is to analyze the influence of the interaction between different types of interorganizational relationships over a hotel firm’s performance. Design/methodology/approach A structured questionnaire applied to hotel managers was used to assess hotel relationships. Hotel performance was assessed through Trip Advisor information. Structural equations modeling (SEM) was used for data analysis. Findings Results reveal that only relationships with other hotels had a significant influence on performance. The competition had a negative effect on hotel performance, as well as on horizontal and support organization relationships. Relationships with support organizations presented a significant effect on the formation of relationships between companies (horizontal and vertical) and mediated the negative effect of competition over horizontal relations. Practical implications Hotel relationships are idiosyncratic and path-dependent, hence monitoring and copying competitors’ relationships is not advisable. Hotels may improve their productive integration by relating with support organizations. From a destination management perspective, results show that support organizations facilitate interfirm relationships and productive integration within a destination. Originality/value The paper systematically analyzes the influence of different interorganizational relationships and competition on hotel performance. Empirical results contradict some aspects of networks and clusters. Some relationships may have positive effects on destinations, but not on hotel firms. Additionally, support organizations play a central role on interfirm relationship formation and maintenance.

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Section: Discussionsupporting

confidence: 87%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

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Clusters or networks: interorganizational relationships influence on Brazilian hotel performance

Vieira

Hoffmann

Reyes

et al. 2021

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“…A categorização dos relacionamentos a partir da cadeia produtiva mostra-se mais simples, pois não demanda requisitos a priori, tais como confiança, interdependência, reciprocidade ou convergência de objetivos, para sua caracterização. Ressalta-se que estudos empíricos em destinos turísticos, embora verifiquem a presença de relacionamentos entre organizações, não identificam a cooperação como uma estratégia amplamente disseminada ou percebida pelas empresas (Labben & Mungall, 2007;Costa & Albuquerque, 2013;Costa, Gonçalves & Hoffmann, 2014;Volgger & Pechlaner, 2015).…”

Section: Referencial Teóricounclassified

A influência dos relacionamentos interorganizacionais no desempenho de empresas hoteleiras

Vieira

Júnior

Vásquez

2023

RBTUR

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Turismo é uma atividade econômica naturalmente complexa, na qual as organizações e empresas relacionam-se entre si. Partindo da perspectiva de que relacionamentos importam e que diferentes tipos de relacionamento estão disponíveis para as empresas em um destino turístico, o presente trabalho tem por objetivo analisar a relação entre diferentes tipos de relacionamentos interorganizacionais sobre o desempenho das empresas de hospedagem. De forma específica analisam-se os relacionamentos estabelecidos por estabelecimentos de hospedagem de três destinos turísticos peruanos: Cusco, Arequipa e Trujillo. Os dados coletados são de fonte primária e foram analisados a partir da técnica de Análise de Equações Estruturais. Os resultados indicam que somente os relacionamentos verticais influenciam o desempenho das empresas, reforçando o papel da complementariedade. Embora não influenciem diretamente o desempenho, os resultados apontam que as organizações de suporte desempenham papel relevante ao estimular o desenvolvimento de relacionamentos verticais e horizontais.

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“…Strategic alliances represent new organizational formation that seeks to achieve organizational objectives better through collaboration than through competition [14]. By adopting a global approach to performance, it is found that hotel performance is influenced by the intensity of collaboration [15]. The AccorHotels Corporation has expanded into the Polish market through a strategic partnership with the Polish Orbis Hotel Group, from which it acquired 51.55% of the shares [16].…”

Section: A Relationship Between Collaboration Strategy and Hotel Imagementioning

confidence: 99%

The Influence of Collaboration and Competitive Strategies on the Image of the Star Hotel in West Java

Sondari¹,

Widjajani²,

Dwipriyoko³

2021

Proceedings of the 1st Paris Van Java International Seminar on Health, Economics, Social Science and Humanities (PVJ-ISHESSH 20

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The growth of the hotel industry is in line with the growth of the tourism sector. Based on the number of guests at star hotels, DKI Jakarta, West Java and Bali are still the strongest magnets for investors. Meanwhile, the hotel growth especially in certain areas with a high level of tourist visits, resulting in increasingly fierce of hotel business competition. The hotel was built to meet tourist accommodation needs. However, the aggressiveness of hoteliers seems to be out of sync with data on hotel occupancy rates in Indonesia. Overall, the number of tourists from both foreign and domestic tourists experienced a significant increase. The right business strategy is needed for hospitality companies in West Java in dealing with the phenomena and competition that exists in order to improve the image of the hotel so that it will attract more tourists. Based on the background, the purpose of this research is draw a conceptual framework to test the hypothesis that collaboration strategy and competitive strategy affect the image of star hotels in West Java. The research is conducted by a literature review. Based on the literature review, it is concluded that collaboration strategy and competitive strategy affect hotel image.

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The Influence of the Intensity of Collaboration and Type of Management on the Performance of Swiss Hotels

Cited by 3 publications

References 28 publications

Clusters or networks: interorganizational relationships influence on Brazilian hotel performance

Clusters or networks: interorganizational relationships influence on Brazilian hotel performance

A influência dos relacionamentos interorganizacionais no desempenho de empresas hoteleiras

The Influence of Collaboration and Competitive Strategies on the Image of the Star Hotel in West Java

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