The role of middle management in the execution of expansion strategies: The case of developers’ selection of hotel projects

Ghorbal-Blal, Ines

doi:10.1016/j.ijhm.2010.09.007

Cited by 19 publications

(9 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Innovative trends in the hospitality industry are manifested through the ability to generate diverse innovations, which will ensure the successful growth of a hotel (Ghorbal-Blal, 2011;Zaitseva, 2013). The large-scale application of new knowledge, as well as its combinations, generate new services, products and technologies.…”

Section: Firm Growthmentioning

confidence: 99%

Entrepreneurial innovation strategies; an option for small hotels’ growth in Ghana

Spio-Kwofie

Udimal

et al. 2018

J Glob Entrepr Res

View full text Add to dashboard Cite

Homes away from home show the behavioral patterns of people who are always on the move from one place to another. Many small size hotels in Ghana keep springing up quickly in a bid to provide home for people away from home. Yet, innovative ideas that enhance patronage and sustainability is on a decline, leading to eventual foldup. This study seeks to advance the entrepreneurial innovations of small hotels in order to sustain growth in Ghana. Successful stories about SMEs exist but are rare. A population size of 2915 entrepreneurs operating small medium hotels across the country were zoned into three, and schematic random sampling method was used in selecting the hotels. A scale of 100% hospitality industry attitudinal variables such as Service Innovations, Process Innovations, Management Innovations and Marketing Innovations were used. Responses from small hotel managers/owners indicate that there is a strong correlation between innovative activities and patronage. We therefore, recommend small hospitalities' managers to develop their innovative abilities as a reliable path to the survival and growth of their businesses in a highly perishable and competitive business environment.

show abstract

Section: Firm Growthmentioning

confidence: 99%

Entrepreneurial innovation strategies; an option for small hotels’ growth in Ghana

Spio-Kwofie

Udimal

et al. 2018

J Glob Entrepr Res

View full text Add to dashboard Cite

show abstract

“…Hospitality leaders needed to be aware of team members' morals and selfinterests, and hospitality leaders were expected to set conditions that motivate team members to work towards team goals and cultural perspectives (Ghorbal-Blal, 2011; Wellington & Foster, 2009). Katz (2005) Productive hospitality leaders demonstrated empathy for team members to gain a sense of trust, respect, loyalty, and commitment from employees in hospitality companies (Assegid, 2009;Ghorbal-Blal, 2011). Youth sport leaders focused on understanding team members' needs, strengths, and weaknesses, so they can set conditions to motivate followers to pursue team objectives (Manos, 2006).…”

Section: Youth Sports Leadershipmentioning

confidence: 99%

“…Great leaders were knowledgeable about their craft and reacted confidently during contingencies and crises(Van Buskirk, 2009). Confidence emerged in athletes when athletes received constructive feedback during high-pressure situations(Ghorbal-Blal, 2011;Hultman et al, 2009).…”

mentioning

confidence: 99%

The Impact of Youth Sports on Leadership Styles in the Hospitality Industry

Williams

View full text Add to dashboard Cite

I would like to dedicate this study to all of my former college and professional football teammates, and I would like to dedicate this study to all managers trying to inspire and motivate their subordinates to become more productive within the work environment. I would like to dedicate this degree to my mom, dad, and siblings who encourage me to continue striving for the highest academic accolades. I would also like to dedicate this study to my stellar children (Tia, Jas, Jay, and Jocelyn). I would personally like to dedicate this study to my lovely, beautiful, and supportive wife (La-Toya D. Williams) who continues to inspire me to strive for the best in all academic, professional, and personal endeavors. My wife has dedicated time and finances to make sure I successfully complete this doctoral process, and I dedicate all success to her. I also would like to dedicate this dissertation to a special cousin (Cedric Barnes), and you will be forever in my thoughts. Finally, I would like to dedicate the gathered inspiration, motivation, and belief, to my true source, God. iii TABLE OF CONTENTS LIST OF TABLES .

show abstract

“…According to Williamson (1991, 1988, 1979), the specific level of costs of each transaction is affected by three dimensions of the transaction: asset specificity, uncertainty and frequency. Asset specificity has been the subject of many hotel business related studies analysing make-or-buy decisions (De Vita and Tekaya, 2015; Espino-Rodríguez and Lai, 2014; Espino-Rodríguez and Rodríguez-Díaz, 2017; Ghorbal-Blal, 2011; Han, 2009; Roper et al., 2017) and Harrington and Kendall (2006) call for future researches that test the impact of perception of uncertainty. Our focus is primarily that of generating insights for a better understanding of the effects of uncertainty and frequency on the hotel owner’s choice between hierarchy and market in luxury hotels, rather than on building TCT.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Ghorbal-Blal (2011) scrutinised how developers in multinational hotel corporations select hotel projects when implementing expansion strategies. She defined frequency ‘as the number of contracts which can be signed with a business partner’ and emphasises that an increase in the number of transactions results in reduced information search costs and inherent uncertainty related to the deal (Ghorbal-Blal, 2011: 276). Consequently, to hotel expansion strategies, high-frequency flavours market, instead of hierarchy governance.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

To affiliate, or not to affiliate. Transaction costs and governance choices in luxury hotels in Germany

Pedrini

Bernardi

2019

Tourism and Hospitality Research

View full text Add to dashboard Cite

This paper examines the choice of affiliation or no affiliation to a large hotel chain from the viewpoint of luxury hotel property owners in Germany. Grounded in transaction cost theory, this study identifies how uncertainty and frequency influence the owners’ choice of unaffiliated operation and affiliation. The study augments the traditional governance literature in the field of the hotel by shedding light on the market/hierarchy decision of property owners rather than on the market entry strategies of international hotels firm. Through a multiple regression analysis on a sample of 122 existing five-star hotels in Germany, this study provides new empirical evidence that a frequent contract conclusion with the same hotel chain and a “hotel unrelated” background of the owner increases the likelihood of affiliation. In contrast to what transaction cost theory traditionally predicts, our results reveal that uncertainty is not influencing the owners’ market/hierarchy decision.

show abstract

The role of middle management in the execution of expansion strategies: The case of developers’ selection of hotel projects

Cited by 19 publications

References 47 publications

Entrepreneurial innovation strategies; an option for small hotels’ growth in Ghana

Entrepreneurial innovation strategies; an option for small hotels’ growth in Ghana

The Impact of Youth Sports on Leadership Styles in the Hospitality Industry

To affiliate, or not to affiliate. Transaction costs and governance choices in luxury hotels in Germany

Contact Info

Product

Resources

About