Developing relational capabilities in hotels

Abstract

Purpose

The purpose of this research is to show that relational capabilities is a topic of interest for the competitiveness of hotel companies. This paper aims to present a methodology based on the analysis of processes in order to create and strengthen relational capabilities and proposes a model with three dimensions that jointly analyzes this phenomenon in relation to the outsourcing of activities and the collateral relationships maintained between different hotels.

Design/methodology/approach

Creates a methodology to rethink the relationships between the hotel company, its suppliers and other hotels in the same tourist destination. The creation of relational capabilities necessarily requires the hotel to study and analyze the following stages: internal analysis of resources and capabilities; relational analysis of activities; and process integration. A model is also proposed to analyze this question.

Findings

The development of relational capabilities in outsourcing is based on the level of competence of the service companies and on the strategic contribution of the activities, with four cases analyzed: high competence and low strategic contribution; low competence and high strategic contribution; low competence and low strategic value; and relational and internal capabilities. The joint analysis of the outsourcing relationships and collateral relationships among hotels adds a third dimension of process integration, with four possibilities: non‐core activities and low collateral processes integration; core activities and low collateral processes integration; non‐core activities and high collateral process integration; and core activities and high collateral processes integration.

Practical implications

A short self‐assessment questionnaire is developed that may help hotels to implement the methodology, as well as to create the basis for the empirical application by researchers in hospitality management.

Originality/value

The paper studies the possibilities of developing relational capabilities in the sector. It also determines the process to be followed in order to develop relational capabilities in the outsourcing of activities and in collateral relationships between hotels.

Citation

Rodríguez‐Díaz, M. and Espino‐Rodríguez, T.F. (2006), "Developing relational capabilities in hotels", International Journal of Contemporary Hospitality Management, Vol. 18 No. 1, pp. 25-40. https://doi.org/10.1108/09596110610641957