Tourism and business model innovation: the case of US wine makers

Brannon, David L.; Wiklund, Johan

doi:10.4337/9781782548416.00018

Cited by 4 publications

(6 citation statements)

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“…Many of the employees viewed the business as their own business. All of the hotel entrepreneurs mentioned that their success depended on loyal employees and their relationships with customers (see Brannon and Wiklund, 2014; Sigala, 2013; Sutton, 2015).…”

Section: Resultsmentioning

confidence: 99%

“…Finally, today’s companies try to place innovation activities at the center of all practices in their business to increase of growth (Brannon and Wiklund, 2014; Goedhuys and Veugelers, 2012; Maurer et al , 2011; Opper and Nee, 2015; Pahnke et al , 2014). Many innovation activities are not successful, since they do not penetrate into the company’s organizational culture (Stock et al , 2013).…”

Section: Discussionmentioning

confidence: 99%

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Identification of growth factors for small firms: evidence from hotel companies on an island

Yazıcı

Köseoğlu

Okumuş

2016

JOCM

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Purpose The purpose of this paper is to mainly investigate what factors drive growth for independent hotel firms on an island. Design/methodology/approach Two steps were followed. First, to identify hotels demonstrated significant growth; 92 independent hotels in North Cyprus were analyzed via a self-report questionnaire. Second, key growth factors were examined in five hotels showing the growth over years among the independent hotels via in-depth, semi-structured interviews, focus group interviews, and observations. Findings The study findings revealed 16 important growth factors for hotels, including active risk taking, education, family history, networks of contacts, other business interests, family investing friends, key employee partners, customer concentration, autonomy, innovativeness, proactiveness, competitive aggressiveness, location, desire to succeed, age of founders, and state support where are strong, weak, and interrelated relationships among these factors. These findings allow factors to be categorized into new groups, namely, strategic and tactical factors. The research findings unveil new factors referred to as “political conflict – pursuing different strategy and opportunities,” importance of second generations affect and entrepreneur’s metacognitive strategies, “informal networking.” Research limitations/implications More research should also be undertaken for entrepreneurs or managers who formulate and implement strategies to enter new markets or to tackle turbulent and/or unstable environments. Practical implications This study reveals that one factor on its own cannot influence the growth of hotels. Rather, successful growth depends on the entrepreneur’s ability to combine all factors in harmony. Originality/value Given that there is limited empirical evidence on the growth of independent hotels on islands, this study made an important attempt to contribute to the entrepreneurship literature in the hospitality management and family business fields via micro-level approaches concerning the factors influencing hotels’ growth on an island. This is one of the first studies presenting and discussing empirical findings on growth factors for small hotels on an island, and brings a new perspective by grouping factors as strategic and tactical factors.

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Section: Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Identification of growth factors for small firms: evidence from hotel companies on an island

Yazıcı

Köseoğlu

Okumuş

2016

JOCM

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“…For tourism and hospitality firms, the growth of markets and customer bases may be a challenge, potentially accomplished through contextual factors such as changing consumption patterns (cf. Brannon and Wiklund, 2014), including adventure and e-tourism. Like the advertising agency, though, the exploration in the customer/market dimension could expect to be about challenging competitors (advertising agencies focusing on consumer marketing in the case), while thus being challenged by new entrances in the sector due to the digitalisation.…”

Section: Discussionmentioning

confidence: 99%

“…In recent years, emphasis has been placed on the development of tourism and hospitality businesses linked to new technologies and business models (e.g. Neuhofer et al , 2012; Brannon and Wiklund, 2014). In light of this, a stream of literature has put focus on firms' balancing between new developments and current businesses, expressed as ambidexterity (e.g.…”

Section: Introductionmentioning

confidence: 99%

Can you balance the gaps? Ambidexterity in service firms

Öberg

Kollberg²

2020

JHTI

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PurposeAmbidexterity refers to the ability to balance contradictory items and has been extensively described in relation to technological advancement in large-sized manufacturing firms. Few studies on hospitality and tourism firms have described the balancing of innovative developments, often focusing on the operational level of firms. Ambidexterity could though be understood also in dimensions of customer/market development and collaborative interaction. This paper describes and discusses ambidexterity in the dimensions of technological advancement, customer/market development and collaborative interaction in service firms to inspire this debate and bridge the gap between strategy and the service field.Design/methodology/approachA case study describing a service firm's 25-year development functions as the empirical source of inspiration to understand how service firms also in tourism and hospitality sectors would work with strategies and their developments related to technology, customers and collaboration. The case study is analysed using an activity-based time schedule to capture dimensions of ambidexterity and how they are linked to one another.FindingsThe findings indicate how the service firm balanced exploitation and exploration over time, rather than allowing such activities to occur simultaneously and in parallel. Generally, the firm only managed to explore in one dimension at the time.Originality/valueThe paper broadens the lens on ambidexterity to include collaboration and customer involvement and the link among the various dimensions of ambidexterity. It also discusses how ambidexterity in these dimensions may be handled by service firms so as to inspire strategic developments among tourism and hospitality firms.

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“…Az ágazati sajátosságok mellett a vállalati sajátosságok is egyre jobban felértékelődnek, amely folyamatban több komponens is szerepet játszik (Ali, 2016;Brannon és Wiklund, 2016). A teljesség igénye nélkül példaként említhetjük a gyorsan változó, volatilis piachoz való igazodás szükségességét, a fogyasztói preferenciákhoz való alkalmazkodás időkorlátjának folyamatos rövidülését és nem utolsó sorban a különféle támogatási politikák rendszerét (Varadarajan, 2020;Barney-McNamara et al, 2020).…”

Section: Bevezetésunclassified

Mikor – Hol – Hogyan? : Külső tényezők hatása az élelmiszeripari vállalatok jövedelmezőségre

Földi,

Bareith,

Parádi-Dolgos

2023

Gazdálkodás

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Az élelmiszeriparban működő vállalkozások nyereségtermelő képességét számos külső adottság is befolyásolja. A külső faktorok jövedelmezőségre gyakorolt hatását mérhetővé tenni azonban összetett módszertani kérdésekhez vezet. Jelen elemzésünkben az élelmiszergyártó vállalkozások jövedelmezőségét és az azt befolyásoló támogatási, illetve versenytársi környezet hatását lineáris modell alkalmazásával vizsgáljuk. Célunk azonosítani vállalati, iparági és területi (megyei) időtényezők hatását a ROA- és ROE-mutatók követésével 2011 és 2021 időszak között. Eredményeink határozottan alátámasztják a céghatások dominanciáját a magyar élelmiszeriparban, hiszen ezek a hatások a vállalati jövedelmezőség varianciájának 27,95%-át teszik ki. A ROA szórásához a tevékenység, az évek és a megyék hatásai 25,57%-kal, 25,52%-kal, illetve 20,96%-kal járultak hozzá. Az alkalmazott módszertől függetlenül a vállalati hatás dominanciája és az évek, illetve megyék hatásának viszonylag gyengébb jelenléte elemzésünkben megerősíti a korábbi nemzetközi tudományos megállapításokat.

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Tourism and business model innovation: the case of US wine makers

Cited by 4 publications

References 0 publications

Identification of growth factors for small firms: evidence from hotel companies on an island

Identification of growth factors for small firms: evidence from hotel companies on an island

Can you balance the gaps? Ambidexterity in service firms

Mikor – Hol – Hogyan? : Külső tényezők hatása az élelmiszeripari vállalatok jövedelmezőségre

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