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The purpose of this paper is to identify different types of organizational innovativeness in Austrian hotels and analyze their connection to (innovation) success. In the face of growing international competition, innovation is becoming increasingly important for Austria’s hotel industry. A prerequisite for innovation is organizational innovativeness.

This paper is based on a quantitative survey of 255 Austrian hotel businesses with a minimum of five employees. Innovativeness was measured by three dimensions (willingness, ability and possibility to innovate) and success by five dimensions (overall performance: financial, market and employee-related success; innovation success: product and process innovations). Findings were obtained by combining an exploratory factor analysis with a cluster analysis.

Factor analysis reveals five factors determining organizational innovativeness: “cooperation as trigger for change”; “acceptance of change”; “resource based scope for change”; “pluralism as trigger for change”; and “loose coupling and error-tolerance”. The cluster analysis identifies four types of hotels regarding organizational innovativeness indicating differences regarding the success dimensions: “potential innovators hindered by scarce resources and unsupportive structures”, “well-resourced conservatives”, “potential innovators hindered by a haphazard approach” and “cautious idea hunters”. On the whole, results show that a balanced configuration of organizational innovativeness combined with a cautious approach is connected with greater (innovation) success.

Key-informant and survivor biases have to be considered as all items in the questionnaire were evaluated by self-assessment of the hotel management and only successful hotels (in the sense of survival) were analyzed. One important implication is that (innovation) success depends on the system that enables it; therefore, organizational innovativeness is a precondition of successful innovations. Nevertheless, there is little research on organizational innovativeness in the service sector so far.

This paper supports tourism businesses in understanding the concept of organizational innovativeness and its relation to (innovation) success. SMEs, which dominate the Austrian hotel industry, tend to focus on the financial aspect of innovativeness and, in general, do not consider the range of factors that constitute an organization’s innovativeness (willingness, ability and possibility to innovate) and the various outcomes.

By combining organizational innovativeness and (innovation) success, the paper applies an important element of innovation theory to the Austrian hotel industry. The characterization of different types of hotels regarding organizational innovativeness and success enables a (self-) assessment for hotel businesses and the deduction of customized implications.

While prior research on websites has largely focused on service quality perception by customers, little research has gone into the investigation of the specific sales function of the website. A survey of 111 German, Swiss and Austrian four and five star hotels was designed to test the responsiveness of hotels to reservation inquiries made through the options offered by the companies’ corporate websites (e.g. e-mail, online booking forms, request for proposal forms etc.) and to evaluate the hotels online sales performance in terms of the technical and process quality while dealing with a typical reservation request. The current study found that many hotels missed the opportunity to increase sales by failing to respond adequately to electronic reservation inquiries.

In a study commissioned by the Federal Ministry of Economic Affairs, the Austrian Institute of Economic Research conducted a written survey of the Austrian hotel industry (hotels and similar establishments). The sample comprised more than 3,000 establishments in the three to five star category.

Small businesses dominate the tourism and hospitality industry worldwide and are of critical importance for the competitiveness of destinations. Small/family hotel businesses are characterised by a number of specific business processes which generate particular training and educational needs. It is increasingly clear that small businesses are not miniature versions of larger ones, but they have different structures, priorities and strategic objectives. This paper investigates a number of management areas, such as: planning, strategy development and behaviour in these enterprises, to determine skill and competency gaps. A survey of small family hotel businesses in Austria was carried out in 2003. Performance, growth and internal management procedures were assessed to analyse problem areas and to identify the lacking skills in the tourism industry. The results demonstrate areas of tourism training and education for family hotel businesses.

Most of the cross-cultural empirical research in hospitality has focused on Western and Eastern differences and has neglected cultural diversity in Europe. As cultural differences in Europe do exist and have important implications for managers operating in hotel industry, the purpose of this paper is to examine perceived quality in upscale (four- and five-star) hotels in two Mediterranean countries: Italy and Croatia.

Data were collected among 335 guests in upscale hotels in Italy and 475 hotel guests in Croatia. This work adopts a cross-cultural approach in two different ways. First, perceived quality is assessed in hotels in two different countries. Second, national culture of guests is considered in their evaluations of perceived quality in each country.

Surprisingly, hotels in Croatia, an emerging tourist destination, performed better than hotels in Italy, a top worldwide destination. The results show significant differences in perceived quality evaluations according to national cultures of hotel guests in each country. However, while in Croatia domestic guests perceived higher levels of quality than other guests, in Italy, perceived quality was rated lower by Italians than by their American counterparts.

The results of this study contribute to better understanding of perceived quality in cross-cultural research in hospitality.

Implications are discussed for both Italian and Croatian hotel managers, two direct competitors in the Mediterranean area.

This paper covers several research gaps: lack of cross-cultural research in hospitality marketing, poor examination of perceived quality in hotels from the cross-cultural perspective, and poor consideration of cultural diversity within European countries.

In June 1985 an Austrian wine producer was found sweetening low‐priced wine for export to Germany, with an illegal substance, diethylene glycol. Subsequent investigation found a very small percentage of Austrian producers doing the same thing. The “Anti Freeze” connotation caught the imagination of the media, particularly in Britain, which had a field day of “humorous” and often inaccurate stories. Within a few weeks, Austrian wine sales dropped disastrously. The author, both an interested observer as well as a participant in the ensuing campaign to re‐establish Austrian wines, examines the story of the scandal, and more importantly, the sequence of action that followed. In particular, the article looks at the setting up and operation of the Austrian Wine Marketing Service and the worth of such organisations.

The availability of an adequate pool of suitable labour is a key location factor for the labour‐intensive hotel and restaurant business. Yet, in spite of high unemployment (unemployment rate: 17,3%) and schemes to import foreign seasonal workers, the sector still encounters considerable difficulties in filling job vacancies. Of the many approaches towards elucidating the mystery of high levels of unemployment concurrent with a perceived scarcity of workers, key contributions are the high seasonal fluctuations in demand and the mismatch theory. The phenomenon of seasonal unemployment may be understood as a special aspect of demand scarcity. The seasonal dependence of tourism demand generates variations which in turn cause personnel to be fired at a grand scale at the end of a season. The mismatch theory goes a long way towards explaining a large part of the problems encountered in filling job openings while sectoral unemployment remains high. Key elements of the structural imbalance are qualifications and age, availability in terms of geography and time, and earnings expectations (including working conditions and career options). Further facts are also that the inflow of foreign workers keeps wages and working conditions down and drives austrian workers into unemployment or in other sectors. Overall, it appears that the future supply of an adequate number of qualified labour is a growing problem, because the need for operations to position themselves in the quality segment will raise the labour and qualification threshold.

To underestimate service quality is like saying goodbye to some of your hard‐earned profits. Even after revamping and upgrading products, many organizations continue to experience decline because they forget that people want to feel good. The feel‐good factor is espoused by politicians throughout the world to nurture votes. The fact that people want to feel good is often overlooked and ignores Maslow’s hierarchy of needs. How many times have you bought a product only to find there is a fault and the product needs replacing? This is normally something which is very irritating, but not ulcer‐inducing enough to get worked up about until, that is, the customer service department treats you as though it is your fault.

This research replicates and extends Frey et al. (2003), using a typical e‐mail query to investigate e‐mail customer service by 260 Tunisian hotels. Based on the hotel responses, this study found that guests had one chance in ten of receiving a reply within a day and even less chance that hotels answered the inquiry professionally, promptly, politely and personally. Diffusion of innovations failed to explain differences in responsiveness by Tunisian hoteliers but did help explain the quality of e‐mail replies. The results suggest that reply quality differs across hotel size and hotel affiliation. Hotel affiliation as well as hotel category and website presence showed no significant differences in responsiveness. Differences aside, the results highlight that Tunisian hotels can gain an immediate competitive advantage by analysing common e‐mail queries and implementing basic e‐mail procedures.

The purpose of this paper is to describe the growth of the early ski market and the marketing strategies that the Union Pacific Railroad took in promoting Sun Valley ski resort, one of the most popular early destination ski resorts in the USA.

The paper uses primary and secondary source material, including ski periodicals, national magazines and the manuscript collection of W. Averell Harriman, the Chairman of the Union Pacific Railroad during the creation of Sun Valley.

This paper finds that Sun Valley pioneered the western ski vacation by conducting careful market research into not only the snow and weather conditions of western mountains, but also into the habits and economic potential of skiers and winter tourists.

Scholarly work on skiing has primarily looked at the sport from the social and cultural perspective of skiers. Work on entrepreneurial objectives of ski resort designers has largely focused on the period after the Second World War. This is among the first works to analyze entrepreneurial activities and marketing strategies in the ski industry before the Second World War. As a result, the paper challenges the idea that big business only began to shape the ski industry during the Cold War. Instead, this paper shows that large corporations like the Union Pacific Railroad were influential in growing the ski market by building resorts that illustrated the importance of market segmentation to the success of ski areas. In this way, the paper challenges the popular idea that Sun Valley was merely a media sensation and shows that it was a carefully designed business that exhibited a nuanced approach to changes in the ski market.