Hotels and travel agents struggle constantly to innovate and conceive new business strategies to meet the ever‐changing travel needs and diversity of demands from the…
Hotels and travel agents struggle constantly to innovate and conceive new business strategies to meet the ever‐changing travel needs and diversity of demands from the increasingly discerning traveler. Hong Kong and Singapore, as the leading tourist destinations, compete fiercely to serve as the tourism hub of the region. The aim of this study is to investigate the competitive business strategies used by hotels and travel agents in Hong Kong and Singapore and examine similarities and differences in these strategies across the two city‐states. The findings indicate that cost competitiveness, mobilizing people and partners, and building a robust service delivery system are the top three competitive strategies which senior managers employ, while leveraging information technology and product differentiation are areas in which they showed the least confidence. The interrelatedness of competitive strategies is exemplified by the fact that a good service delivery system which can realize services consistently can only be achieved when service standards are clearly defined and measurable.
The purpose of this paper is to investigate the simultaneous relationships among transformational leadership (TFL), customer citizenship behavior (CCB), employee intrinsic…
The purpose of this paper is to investigate the simultaneous relationships among transformational leadership (TFL), customer citizenship behavior (CCB), employee intrinsic motivation (IM) and employee creativity (EC).
This study was conducted in companies (hotels and tour operators) from the hospitality sector in Vietnam. The respondents were selected based on convenience sampling. A cross-sectional survey design and questionnaire method was used for data collection.
The results of the empirical analysis suggest that: employee IM is significantly associated with EC, both TFL and CCB are positively related to employee IM and EC and employee IM positively mediates the effects of both TFL and CCB on EC.
The results may help managers focus on TFL behavior, CCB and employee IM to achieve higher EC.
This investigation is expected to be new and valuable. Research on relationships of CCB, employee IM and EC is of significant importance but has not been examined to date. It is hoped that this study addresses this important gap in the marketing literature.