Search results

This work analyses make or buy decisions from the transaction cost economics perspective and the resource‐based view of the firm. The aim is to analyse the extent to which the presumptions of the two theories are valid in the service sector in terms of specific assets.

The study was conducted on a representative sample of hotels in Scotland, UK. Each of the surveyed hotels was asked for information about 13 operations or hotel processes. A comprehensive model is developed that establishes the relationship between asset specificity and operation performance and hotel or business performance, moderated by the form of governance (make or buy). Moreover, the relationship between asset specificity and outsourcing in the hotel sector is also examined. The different hotel processes are classified according to the asset specificity. The factors that could lead to an increase in the outsourcing strategy are also analysed.

The results indicate that, the relationship between asset specificity and operation performance is weaker when the operations are executed in‐house. In the case of the relationship between specific assets and performance, the findings regarding non‐financial performance are not contradictory since it is slightly higher when the operation is outsourced. The factors determining an increase in outsourcing would be those related to the quality of the operation and to non‐financial performance.

Previous studies have not considered the relationship between specificity and business performance, which gives extra incentive to complement and expand the literature on service operations. Future research should analyze other theories on organisations and outsourcing. The findings should also be tested in other geographical regions and use sources of information other than the hotel managers.

The work generates knowledge and aids managers in their “make or buy” decisions for the principal processes in the hotel industry according to the asset specificity.

The paper develops a specificity‐outsourcing matrix and identifies each of the hotel operations. Apart from testing the model in the hotel sector, which is an important sector of the service industry, the work offers a better understanding of outsourcing decisions based on the two basic theories used in the literature on services management. The paper also makes an innovative contribution by analysing relationships between operation specificity and performance that are previously untested in the service sector.

The purpose of this study is to find out the tendency to outsource hotel operations, explain the reasons, both strategic, related mainly to quality, improvement of service, concentration on core operations, and tactical or cost reasons. The relationship between the tendency to outsource and performance is also analyzed with regard to quality and cost of hotel services. In addition, the relationship between the size of the hotel and the tendency to outsource is analyzed. The tendency to outsource is defined as the predisposition of the company to leave certain hotel functions or services in the hands of third parties, keeping in mind both degree of present and desired outsourcing by the hotel under the hypotheses that there are suppliers who offer better quality than could be obtained by the hotel if it kept it in‐house. The results of the study make it possible to establish significant differences between present and desired outsourcing indicating that an increase in outsourcing is decided by the possibility that this strategy can improve quality and service and increase flexibility in operations, and not because of a cost reduction as traditionally believed. This study also establishes three groups of hotel activities according to the tendency to outsource (i.e., low, medium and high tendency). It is also observed that the larger the size of the hotel, the more present outsourcing there is. Finally, current demands of businesses with regard to suppliers able to satisfy their needs and the limits that impede a larger number of activities from having been outsourced up to now have been found. Finally, a series of practical and academic conclusions and implications are presented.

The purpose of this paper is to present evaluation results of Operation Galley, an intelligence-led policing (ILP) intervention that sought to proactively address the problem of drug dealing from hotel rooms by engaging hoteliers as crime control partners with the Queensland Police Service.

Operation Galley, a randomized control field trial, rank ordered and matched 120 hotels on size, star rating, location and estimated degree of suspicious behaviour. Hotels were randomly assigned to one of three conditions: Operation Galley hotels who received a procedurally just letter, followed by a personal visit with detectives; the letter-only hotels who received the procedurally just letter; and the business as usual hotels.

Using repeated measures ANOVA and general linear models, results of the 12-month trial indicate that the Operation Galley condition led to an increase in police engagement with hoteliers, increasing the recognition, reporting and police enforcement of drug offenders.

The Operation Galley trial demonstrates that the ILP approach helped foster positive engagement between hoteliers and detectives. The approach cultivated hoteliers as crime control partners and thereby increased the flow of human source intelligence, helping police to better target and respond to drug dealing problems in hotel rooms.

Results of the Operation Galley trial demonstrate that hoteliers can be leveraged as crime control partners, providing important human source intelligence about drug dealing and facilitating the capacity of police to better respond to drug problems in hotels.

The survival of hotel business in maintaining market competitiveness depends on the constant improvement of the quality of hotel facilities and services. The key to sustain hotel business is lean on the adaptability of the hotel management team towards current lifestyle trends and its surrounding context in fulfilling customer satisfaction. Because of hotel operating service complexity, the hotel contributes a higher impact on environmental degradation in performing their daily activities. Therefore, hoteliers need to determine sustainable strategies to minimize environmental impact and at the same time be able to provide satisfaction to their customers. However, green initiatives require a proactive action by the organizational management engaging both employees and guests in the environmental management process. Thus, this paper aims to review the concept of green practices, the implementation of green practices from the stakeholders’ perspectives (manager, employee and customers) in the hotel industry, the performance impact from the green practices on the sustainability pillars and to further develop a conceptual green practice to sustainable hotel operations and performance impact.

This paper identified relevant empirical research that published in the recent 10 years from January 2012 to December 2021. The articles are searched through reputable databases such as Emerald, Elsevier and Taylor and Francis. The obtained data were screened preliminarily from 108 research papers. The post-screening process has finalized a total of 57 articles as the findings for this paper, where the themes were delineated to the attributes that need to implemented by the stakeholder in hotels industry, that is, manager’s perspectives, employee’s perspectives and customer’s perspectives.

The findings of this paper revealed that there are 27 attributes of green practices and initiatives for sustainable hotel operations from the manager perspectives (10 attributes – Green Marketing Strategy, Green Managerial Attitude, Eco-Innovation Investment, Marketing and Sustainability, Environmental Management Strategy, Green Supply Chain, Green Managerial Awareness, Green Procurement, Green Human Resources and Green Technology), employee perspectives (5 attributes – Employee Green Awareness, Employee Green Training and Educating, Employee Environmental Behaviour, Employee Green Performance and Employee Green Reward) and customer’s perspectives (12 attributes – Customer Perception, Customer Loyalty, Customer Awareness, Customer Behaviour, Customer Trust, Green Supply Chain, Green Value, Green Marketing Strategy, Customer Perceived Value, Service Quality, Brand Image and Hotel Design). All of the attributes are aligned to the performance effectiveness as the major concern in the hotel’s operations and impacted towards the sustainability pillars, environmental performance, economic performance and social performance. Sustainable practice in organization benefits the owners towards sustainable economic, environmental, socio-cultural and legal policy.

This review paper provides key elements of current green practices and sustainable initiatives for the hotel’s operations, as proactive measures. The novelty of the findings is to be able to convey valuable inputs to the relevant stakeholders (hotel’s owner, consultants, designers, maintenance officers, hoteliers, staffs, customers and end-users) in perceiving the elements of green practices into the preliminary planning of the hotel’s design. The review also helps to identify practices and measures to the performance impact to the hotel’s operations.

This article aims to first summarize and explain major services operations research foci from the past century. Second, this article relates how hospitality scholars have conducted operations-related research with a particular focus on research related to hotels and lodging. Finally, the article makes recommendations regarding potential future areas of concentration of operations research in hospitality.

The article presents a scholarly literature review, where literature from hospitality and general operations management (OM) was reviewed to document research foci throughout recent periods in history.

Hospitality scholars have been conducting research, which reflects trends in general OM literature. Additionally, the research being conducting, which focuses on services in OM, is becoming more commonplace and more distinct from production-based research.

The article provides a compilation of literature regarding OM and how hospitality scholars have applied those principles to hotel and lodging operations. Additionally, recommendations regarding potential future topical areas and methodologies are provided for scholars.

Based on the operation results of Chinese hotels from 1991‐2000, this paper analyzes problems facing the Chinese lodging industry and proposes solutions. Chinese hotels’ performance, in terms of both revenue and profit, has been deteriorating since the early 1990s. While overcapacity has undoubtedly contributed to the poor performance, declining operation scale and low efficiency on the part of domestically‐owned hotels have aggravated the situation. To improve its operation results, the Chinese lodging industry should grow prudently, tap into the domestic tourist market, close the efficiency gap between domestic‐ownership and foreign‐ownership hotels and pursue economies of scale.

Outsourcing is an important phenomenon in hotel sector. It is changing from a tactical to a strategic perspective, with greater scope and relevance to the creation of competitive advantages. The opening up of hotels to outsourcing and strategic alliances improves individual competitiveness, but also has strong repercussions on destinations, especially those in a stage of maturity and requiring new approaches to improve competitiveness. This change in interorganizational relationships to a strategic perspective requires new theoretical and practical frameworks to make it easier for hotels to outsource their operations with greater potential for competitive advantage. This work proposes the types of relationship and degree of process integration required for relational capabilities to be achieved in the hotel sector when operations are outsourced. Finally, a series of conclusions are presented.

Building upon previous research on country-of-origin. This study aims to investigate whether the effects of country-of-origin extend to the hotel industry, based on associative network and signaling theories.

Based on a self-administered survey with tourists in China, this paper investigates antecedents and outcomes of hotel brand image and the moderating role of a hotel’s brand origin.

Results reveal country, city and industry images positively influence hotel brand image. Hotel brand image then influences price perception, quality perception and overall satisfaction.

Country-of-operation image remains a relevant, powerful predictor of brand image; thus, hotels need to carefully manage country-of-operation image.

This paper incorporates and establishes the role of country-of-operation image on hotel brand image.

To present an actual case study that was carried out to investigate and benchmark the operational performances of two hotels in a large city.

The study involves the comparison of the hotels' performances with each other as well as their respective benchmarks on the basis of data on monthly costs and revenues. The benchmark operations are stated in terms of target costs and revenues that are derived from industry standards for comparable hotels and corporate strategic goals. For performance measurement a new non‐parametric performance measurement method called Operational Competitiveness Rating Analysis (OCRA) is used for its relative simplicity, flexibility, and ability to allow for differences in hotels' guest profiles and competitive priorities.

The areas of strength and weakness are revealed in the measured performances of the two hotels' operations. While the hotels' performances converge near the end of the study period, they both fall short of reaching their respective benchmark performance levels. This may be partly due to benchmark cost/revenue levels being set unrealistically high. OCRA is shown to be an appropriate tool for measuring and comparing hotels' operational performance.

While OCRA can also incorporate the intangible dimensions of performance, this study has not taken into consideration the quality dimension of hotel performance.

It is shown that a service operation's performance can be profiled and benchmarked using cost/revenue data.

This paper demonstrates a flexible approach to measuring operational performance in service organizations, which can be used by non‐specialists.

This paper identifies the critical success factors (CSFs) of virtual hotel operator (VHO) in using hotel management system partnerships with small- and medium-sized hotels (SMSHs).

This study uses a qualitative approach, with 25 semi-structured interviews with hotel owners and VHO management. Thematic analysis is used to determine themes to evaluate hotel owners and operators' perceptions.

CSFs for VHO partnership with SMSHs include marketing and promotion strategies, client relationships, training and human resources development, hotel operation management, innovation strategies, capital expenditures and property management systems (PMSs). VHOs also have a symbolic impact on the mutualistic relationship with SMSHs by increasing service and enhancing product competitiveness and profitability.

Findings are beneficial for VHO in determining the most significant CSFs, thereby establishing additional metrics in business performance and increasing resilience in the accommodation sector. Further studies can measure the digital technology factors from VHO, including PMSs and mobile applications.

This study first identifies CSFs for VHO companies from the perspectives of hotel owners and management. This contribution adds to the literature on CSFs in the context of digital technology implementation in SMSHs. Moreover, implications are beneficial for VHO management in determining the most significant CSFs for companies to measure the business performance of the companies and increase resilience in the accommodation sector.