The non-linear relationship between brand diversification and hotel owner performance: The roles of ownership structure and location as moderators

Kim, Yoo Ri; Lin, Shih‐Chuan

doi:10.1016/j.jhtm.2021.09.017

Cited by 7 publications

(5 citation statements)

References 51 publications

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“…This study confirms that the effect of performance antecedents can be mediated by other factors (as has been indicated in recent studies on the hospitality industry; e.g. Woo et al, 2019, Yang et al, 2017, Kim and Lin, 2021, and Pereira-Moliner et al, 2021. This study shows that the relationship between entrepreneurial behaviors and a hotel's performance can be mediated by digitalization.…”

Section: Discussionsupporting

confidence: 90%

“…Many factors influence the performance of a hotel; e.g. its location (Xiao et al, 2012), human resource management (HRM), quality management (QM), sustainability, corporate social responsibility, strategy (Sainaghi et al, 2019;Pereira-Moliner et al, 2021), ownership structure (Chen and Yeh, 2012), brand, and diversification (Yang et al, 2017;Woo et al, 2019;Kim and Lin, 2021).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Previous studies have suggested that the relationship between a hotel's characteristics and performance can be affected by other factors. For example, the relationship between quality management and a hotel's performance is fully mediated by its differentiation competitive advantage (Pereira-Moliner et al, 2021), the relationship between brand diversification and a hotel's performance is moderated by its ownership structure and location (Kim and Lin, 2021), and the impact of internationalization on a hotel's performance is moderated by agglomeration-related factors (namely, differentiation within the cluster, and the location of the cluster) (Woo et al, 2019). The effect of product diversification on a hotel's performance is moderated by its location, diversification expansion rate, and foreign ownership/operation (Yang et al, 2017).…”

Section: Digital Technologies In Hospitality Industrymentioning

confidence: 99%

“…For example, the relationship between quality management and a hotel’s performance is fully mediated by its differentiation competitive advantage (Pereira-Moliner et al. , 2021), the relationship between brand diversification and a hotel’s performance is moderated by its ownership structure and location (Kim and Lin, 2021), and the impact of internationalization on a hotel’s performance is moderated by agglomeration-related factors (namely, differentiation within the cluster, and the location of the cluster) (Woo et al. , 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

See 3 more Smart Citations

At the crossroad of digital and tourism entrepreneurship: mediating effect of digitalization in hospitality industry

Suder

Duda²,

Kusa³

et al. 2022

EJIM

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PurposeThis study aims to explore the role of digital technologies in tourism entrepreneurship. In particular, the main objective of this research is to examine the relationships among proactiveness, innovativeness, digitalization, and firm performance and growth in the hotel industry.Design/methodology/approachThe data for this investigation were collected from 110 one- or two-star hotels that were operating in Poland during the time of this research. This study employs PLS-SEM to analyze the relationships among the examined variables.FindingsThe results show that digitalization has a significantly positive impact on a hotel’s performance. Moreover, digitalization mediates the impact of entrepreneurial behaviors on performance. In particular, digitization is a full mediator for the impact of proactiveness on firm growth and innovation on market performance. Additionally, there is a partial complementary mediation effect of digitalization in the case of impact of innovativeness on firm growth; digitization is not a mediator for the impact of proactiveness on firm growth.Originality/valuePrevious studies have not captured the relationships among entrepreneurship, digitalization, and performance; this study helps to fill the gap and examine these associations in the hospitality industry. The outcome of this study provides valuable insights for hoteliers for understanding the role (and importance) of digitalization in the context of proactiveness and innovativeness.

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Section: Discussionsupporting

confidence: 90%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Digital Technologies In Hospitality Industrymentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

See 2 more Smart Citations

At the crossroad of digital and tourism entrepreneurship: mediating effect of digitalization in hospitality industry

Suder

Duda²,

Kusa³

et al. 2022

EJIM

View full text Add to dashboard Cite

show abstract

“…There is brand diversification when hotel owners operate multiple brands in different classes and scales in different markets for diversified market exposure (Yang et al , 2017). There are other ownership structures such as franchising (Lin and Kim, 2020), independent hotels, chain-affiliated hotels, as well as hotel management companies that require further strategic operation and management techniques (Kim and Lin, 2021). While managing the same brand, consistency is required across national boundaries; at the same time, managers must refrain from focusing exceedingly on one market segment or brand level.…”

Section: Introductionmentioning

confidence: 99%

Conceptual framework of strategic leadership and organizational resilience for the hospitality and tourism industry for coping with environmental uncertainty

Lam²,

Law³

2022

JHTI

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PurposeThe purpose of this study is to develop a holistic resilience framework and its contributing factors for organizations in the hospitality and tourism industry for coping with uncertain environments, such as those brought about by the COVID-19 pandemic.Design/methodology/approachThis conceptual paper is based on a broad review of the literature on organizational resilience and strategic leadership. A conceptual framework is developed and discussed.FindingsThis study develops a holistic “strategic leadership-enhanced organizational resilience framework” that addresses the actions and mindsets required by hospitality and tourism organizations to attain organizational resilience and health.Research limitations/implicationsThis study fills the research gap in corporate resilience frameworks for hospitality and tourism. This study has practical implications for the industry by suggesting specific actions that companies can take to enhance their organizational health and resiliency under environmental uncertainty.Originality/valuePrevious studies suggested only partial strategic resilience responses. This study constructs a holistic “strategic leadership-enhanced organizational resilience framework” in the hospitality and tourism context.

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Rooms versus F&B: How changes in operations contribute to hotel productivity

Kim,

Lin

2024

Annals of Tourism Research Empirical Insights

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The non-linear relationship between brand diversification and hotel owner performance: The roles of ownership structure and location as moderators

Cited by 7 publications

References 51 publications

At the crossroad of digital and tourism entrepreneurship: mediating effect of digitalization in hospitality industry

At the crossroad of digital and tourism entrepreneurship: mediating effect of digitalization in hospitality industry

Conceptual framework of strategic leadership and organizational resilience for the hospitality and tourism industry for coping with environmental uncertainty

Rooms versus F&B: How changes in operations contribute to hotel productivity

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