The internationalization of soft-services: entry modes and main determinants in the Spanish hotel industry

Barber, José Pla; Darder, Fidel León; Villar, Cristina

doi:10.1007/s11628-011-0106-x

Cited by 24 publications

(34 citation statements)

References 30 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Afterwards, other firms such as HOT, BLA, PIN, GLA and OAS were incorporated into this group. This might be interpreted as a leader-follower behaviour among the firms of the MI, in accordance with the previous intuitions of Ramón-Rodríguez (2002), Pla-Barber et al (2011) and Driha (2011) and as it was empirically tested by Brida et al (2010a). In particular, as already underlined in the previous section, HOT and BLA were fast adopters of the core group of MI.…”

Section: Dynamics and Cluster Persistencesupporting

confidence: 88%

Dynamics of internationalisation of the hotel industry: the case of Spain

Brida

Driha

Rodríguez

et al. 2015

International Journal of Contemporary Hospitality Management

View full text Add to dashboard Cite

Purpose -This paper aims provides an empirical analysis of the development of the internationalisation process in the Spanish hotel industry, which has experienced major changes during the past decade. The degree of internationalisation between 2000 and 2010 is used as a proxy variable with the aim of mapping the development of international strategies. Design/methodology/approach -A longitudinal dataset measuring the internationalisation of Spanish hotel chains is used. Cluster analysis identifies the different behaviour of groups of firms during the analysed period. Findings -Two different clusters are detected, which can be attributed to different internationalisation strategies over time. Small and medium (SME) hotel companies seem to follow a different path of development than more established multinational companies. Over time, the entire group tends to be more compact, whereas the distance between the clusters is shown to diverge in final years. The groups' composition suggests that business-networking relationships can be a strategy of particular importance for SMEs pursuing international expansion. Practical implications -This paper develops a better understanding of the changes of the internationalisation patterns of Spanish hotel chains. Findings could address managers in strategic This research was supported by the Autonomous Province of Bolzano project "Le attrazioni culturali e naturali come motore dello sviluppo turistico. Un'analisi del loro impatto economico, sociale e culturale"decisions about how to improve competitive position. In particular, they recommend accounting for size, international experience and business network relationships when expanded abroad. Originality/value -This paper introduces a new approach based on studying clusters of Spanish hotels according to their internationalisation strategies over the time. Further analysis revealed the role of business network on internationalisation patterns.

show abstract

Section: Dynamics and Cluster Persistencesupporting

confidence: 88%

Dynamics of internationalisation of the hotel industry: the case of Spain

Brida

Driha

Rodríguez

et al. 2015

International Journal of Contemporary Hospitality Management

View full text Add to dashboard Cite

show abstract

“…Previously applied by several studies in international hospitality (Barber et al, 2011;Rendón et al, 2014;Brida et al, 2015), the statistical technique of logistic regression estimates the probabilities between a binary dependent variable and a set of independent variables. The statistical software RStudio was used.…”

Section: Methodsmentioning

confidence: 99%

Internationalization Strategies for Tourism in Portugal

Oliveira

Braga

Silva

2018

Innovation, Engineering and Entrepreneurship

View full text Add to dashboard Cite

The present dissertation is testimony that sometimes the choice of a difficult path can be more enriching and that all the effort will be rewarded by the accomplishment of the defined objectives, reason why it is necessary to express the sincere thanks and gratitude inherent in this process. Firstly, I would like to thank my mentors, Professor Vítor Braga and Professor Eliana Costa e Silva, for all the guidance, constructive criticism, dedication and effort, applied in the various moments to accomplish objectives, deadlines and dynamize this dissertation in a more correct and comprehensive way. A special recognition for all the hours spent in search of results, studies and sharing of knowledge, as well as for all the commitment made with me to the realization of it. Next, I would like to thank the Escola Superior de Tecnologia e Gestão, responsible for my training throughout the academic course and the Research Centre, for the availability of tools and opportunity to participate in events that allowed the dissemination of this work. To my parents, thank you for your work over the years, for always believed in me, for the affection and for making available all the resources so that nothing was lacking in me at educational level, and at all other levels, encouraging me every day and putting hope in every conquest or obstacle. To Pedro, I would like to thank you for your fellowship and your patience throughout this academic journey. For the support, love and for being tireless to motivate me, to never give up my goals and to collaborate with me in any situation, keeping the worries away. Also, a special thanks to Vera, who even with the rush of everyday life, made available to support me in the realization of this dissertation. Thanks to all the wonderful people who have been with me during this academic journey, this experience has become even more significant and rewarding on a personal and professional level, and without a doubt it will be on your side that another victory will be celebrated. To all I express my sincere gratitude.

show abstract

“…If the company is not ready to make an equity investment, then contractual agreements are the way to go. Among these non-equity based entry modes, management contracts and franchising are the most usual options (Pla-Barber, León-Darder and Villar, 2011).…”

Section: Entry Mode In the Hotel Industrymentioning

confidence: 99%

“…This variable was measured using two different methods. First, by making an entry-to-entry calculation of the number of years that had gone by since a company's internationalisation process began (Driha and Ramón, 2011;León-Darder, Villar-García and Pla-Barber, 2011;Martorell, Mulet and Otero, 2013;Pla-Barber, Sánchez-Peinado and Madhok, 2010;Pla-Barber, León-Darder and Villar, 2011). Second, we used a dummy variable to measure previous firm's experience in each specific country.…”

Section: Firm International Experiencementioning

confidence: 99%

Foreign market entry mode choice of hotel companies: Determining factors

Andreu

Claver

Quer

2017

International Journal of Hospitality Management

View full text Add to dashboard Cite

Decisions regarding firm internationalisation, especially when it comes to choosing which market entry mode to use, have been one of the most frequently discussed topics in academic literature in the last few decades. Many studies have been conducted from different perspectives, either focusing on one or several sectors or analysing companies from a specific country. Nevertheless, there are few studies dealing with the Chinese hotel industry. The aim of this study is to analyse the relationship between environmental and firm-specific factors and entry mode choice by the largest Chinese hotel chains. Using a sample of 185 entries, the results show that cultural distance, market attractiveness, firm international experience, asset intangibility, firm size and the number of Chinese outbound tourists visiting each country are determining factors of entry mode choice.

show abstract

The internationalization of soft-services: entry modes and main determinants in the Spanish hotel industry

Cited by 24 publications

References 30 publications

Dynamics of internationalisation of the hotel industry: the case of Spain

Dynamics of internationalisation of the hotel industry: the case of Spain

Internationalization Strategies for Tourism in Portugal

Foreign market entry mode choice of hotel companies: Determining factors

Contact Info

Product

Resources

About