Given the increasingly competitive nature of the international hotel industry, understanding sources of competitive advantage is likely to become a critical management task in the 1990s. A framework for practising managers is presented within which to examine the link between the hotel′s resources and sustained competitive advantage, using anecdotal evidence from the international hotel industry. Three indicators that have the potential to generate durable advantages ‐ value, irreversibility, and inimitability – are discussed. The framework is applied to one major set of resources: organisational capability.
Horsburgh, S. (1991), "Resources in the International Hotel Industry: A Framework for Analysis", International Journal of Contemporary Hospitality Management, Vol. 3 No. 4. https://doi.org/10.1108/EUM0000000001682
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