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The study aims to assess how corporate branding affects firm performance in the context of the Oman hotel industry, listed on the Muscat Stock Exchange (MSX).

This study approach was made by way of a mixed method. First, it examines qualitative and exploratory information collected from companies’ internet sites, audited annual reports (the financial year 2019) published in MSX, web searches and websites of companies and travel agencies from all the eight listed hotel companies in the MSX to examine the impact of corporate branding on firm performance proxied by return of assets (ROA) and return of equity (ROE) and secondly, it assesses the measurement and structural models by applying partial least squares structural equation modeling (PLS-SEM).

The findings recommend that well-thought-out web marketing on corporate branding by hotel companies leads to firm performance. The findings indicate that corporate branding on travel agency websites and a company’s own website can help businesses become more profitable. In addition, there is a synergistic connection on corporate branding of the hotel industry, including the presentation of a novel hotel narrative, the conception of a cornerstone loyalty program, the demonstration of excellence in hospitality and service, information on timely amenities like Covid-19 safety measures and the use of technology and experiential elements through platforms like the company website or the website of the travel agent all essential to achieve firm financial performance. As per the importance–performance matrix map, websites of travel agents (agoda.com, booking.com and hotels.com) had the importance (agoda.com 0.616, booking.com 0.959 and hotels.com 1.036) to impact companies’ corporate branding and firm performance, whereas Google search shows a value of −1.954, which has no impact on companies’ corporate branding.

The study considered only one hotel/tourism industry to know the effect of corporate branding on firm performance. Further studies may be chosen on other industries needed to allow for generalization.

This study aims to provide insights into how the hotel industry can make use of corporate branding through the company website, Google sites and websites of companies’ travel agency by providing timely updated promotion, facilities, quality services and hygiene matters to enhance firm performance.

This study provides empirical evidence to find various factors of corporate branding of the hotel industry’s firm performance. In addition, the study offers valuable insight into the nonmonetary measures of achievements.

The purpose of this paper is to interview Mr. Jingbang Zhang, EVP of Yagao Meihua Hotel Management Co., Ltd & CEO of Madison Brand based in Shanghai, China, regarding the impact of COVID-19 on China’s hotel industry and potential post-COVID-19 trends.

Interview with hotel group CEO and industry leader in China.

Several effects of COVID-19 and potential trends are discussed from a hotel CEO’s perspective.

Tourism and hospitality stakeholders will acquire a better understanding of the impacts of COVID-19 on China’s hotel industry and possible post-COVID-19 adjustments

Taiwan’s hotel industry was adversely impacted by the COVID-19 pandemic. This study aims to examine the effect of strategic choices by Taiwanese international tourist hotels before and during the pandemic environments.

A data envelopment analysis (DEA)-based Malmquist methodology is used in this study to provide a mechanism to assess Taiwanese hotel strategy performance. Changes in the productivity and performance of Taiwanese international tourist hotels were analyzed in the periods before and during the pandemic to uncover insights useful should a similar crisis occur in the future. Panel data were obtained from the annual report of international tourist hotels published by the Taiwan Tourism Bureau from 2017–2020. Two groups of hotels were analyzed in this study: city hotels and scenic hotels.

The findings of this study reveal that chain hotels tended to perform better than independent hotels in both city and scenic areas during the global pandemic. Specifically, the crisis caused a substantial decline in productivity and profitability for international tourist hotels in Taipei City during the COVID-19 period. Compared to city hotels, findings also indicate that most international tourist hotels in scenic areas were able to maintain better productivity, including larger-sized scenic hotels.

The DEA-based analysis provides unique and valuable insights for hotel firm leaders on how to better identify and make strategic choices when responding to future crises.

The purpose of this paper is to use the case of an international luxury hotel chain in Hong Kong to illustrate general environmentally-friendly practices in housekeeping. Six in-depth interviews were conducted with the housekeeping department staff to evaluate the effectiveness of the Hotel’s environmental sustainability practices by analysing their benefits and limitations. Results reveal that all informants acknowledged the environmental sustainability strategies adopted by the Hotel, which can benefit stakeholders. Despite multiple green practices in hotel housekeeping, several strategies may not be as significant as expected with misaligned expectations from the management and the actual practices may create excessive workload for frontline room attendants with a lack of policy enforcement and supportive policies. Therefore, hotels should keep a mutual communication between the management and frontline employees prior to conducting environmentally- and employee-friendly practices. Given the labour-intensive nature of the hotel industry, the housekeeping department should ensure employment equality policy is in place with adequate environmentally friendly support for employees.

This research investigates the effect of accessibility to points of tourist interest (buffer) and direct and indirect spatial spillover effects of agglomeration economies on tourism industry revenues in Spain.

Data were collected from the Bureau van Dijk's (BvD) Orbis global database. The data were analysed using a spatial econometric model and the Cobb–Douglas production function.

This study reveals that hotels located inside the buffer zone of points of tourist interest achieve better economic outcomes than hotels located outside the buffer. Furthermore, the results show that there is a direct and indirect spatial spillover effect in the hotel industry.

The results provide valuable information for identifying areas where the agglomeration of hotels will produce a spillover effect on hotel revenue and the area of influence of location characteristics. This information is relevant for hotels already established in a destination or when seeking a location for a new hotel.

The results of this study can help city planners in influencing the distribution of hotels to fit desired patterns and improve an area's spatial beauty.

The paper provides insights into how investment, structural characteristics, reputation and location affect hotel revenue.

The primary purpose of this study was to determine the relationship between a positive style of leadership, specifically authentic leadership, and organizational justice perceptions of employees' in the hotel industry. The following research questions guided the study: What relationship existed between hotel employees' perception toward authentic leadership and organizational justice? What relationship existed between hotel employees' perception toward authentic leadership and distributive justice, procedural justice, interactional justice and informational justice dimensions? What relationship existed among hotel employees' perception toward organizational justice, authentic leadership and their demographic background?.

The study approached the research questions from a quantitative, non-experimental research perspective utilizing a cross-sectional survey and descriptive correlational design, which describes the relationship or association between two or more variables in the study which are authentic leadership and organizational justice.

The results indicate that authentic leadership has a strong relationship with hotel employees' organizational justice perceptions, and authentic leadership predicted the employees' perceptions of organizational justice. Authentic leadership is a relative new leadership approach rooted in positive psychology emphasizing on the ethical and moral aspects of leadership, and the results of the study found that when employees perceive their leaders to follow the authentic leadership paradigm, they also perceive high levels of organizational justice. Authentic leadership has stronger relationships with informational and interpersonal dimensions of justice which implies that authentic leaders are strategic in their interactions with their employees. The results also imply that when employees perceive justice in terms of procedures and outcomes, they believe that organizations determine those more than their supervisors.

The differences in the strengths of relationship between authentic leadership and structural forms of justice (distributive and procedural), and authentic leadership and interactional forms of justice (informational and interpersonal), have implications for both justice and leadership theories. The results suggest that authentic leader behaviors create a fair climate – an interpersonally and informationally fair climate which promotes all forms of justice perceptions in individual followers. However, it needs to be further researched whether leaders with high interpersonal skills and information-sharing abilities showing consideration and respect to employees may result in higher levels of organizational justice perceptions. Thus, further research is needed to determine the relationship of authentic leadership and each of the organizational justice (distributive, procedural, informational and interpersonal) dimensions, which may provide more insights as to whether leader behavior contains element of justice itself.

The findings showcase the need for organizations in the hotel and hospitality industry to establish programs that focus on leadership practices which improve employees' perceptions of organizational justice and, in turn, lead to positive organizational outcomes including reducing the considerable costs of employee turnover. It is also important that employees are aware of the policies and procedures and have a perception that they can connect and communicate to their supervisors and managers.

This study falls into the larger conversation of social justice and how an organization's leadership can be a strong associate for social justice movements by supporting equity within the organization.

The study integrates leadership and justice theories in a hotel context. The results of this study may motivate hospitality/ hotel leaders to include authentic leadership development as an actionable strategy to bolster fairness and mitigate some of the negative features of the industry.

A leading characteristic of international tourists at every tourist destination is their role as foreign–income disseminator, and a large number of papers have been dedicated to exploring their behavior. In contrast, this paper aims to shed light on the supply-side of tourism through the study of a hotels’ ability to internationalize their businesses.

Based on each hotel’s input data, its efficiency was estimated by a data envelopment analysis approach. Then, the hotel’s intensity of demand from foreign guests was regressed against hotel efficiency along with firm’ control variables.

Results from Heckman correction model indicate that ordinary least squares regression would be subject to selection bias, and the results from the correction model strongly indicate a positive linkage between the hotel’s efficiency level and its foreign to total guest ratio, especially in the sub-sample of hotels located in non-tourist destinations. In addition, the results also reveal that the availability of certain services and facilities at hotels are positively related to the number of foreign guests, namely, a spa service and swimming pools.

Therefore, the main implications from this study are twofold. First, if a hotel’s target market is international travelers, a swimming pool and the availability of a spa service are essential features for hotels in Thailand. Second, policies to improve productivity in hotels should be simultaneously implemented along with tourist-destination-promotion campaigns to optimize the economic impact of international tourist arrivals.

Hotels are immersed in a very competitive environment and hoteliers have to plan and redesign their strategies to stay in the hospitality industry while faced with a steady rise in competition. Hoteliers can employ horizontal differentiation strategies and pricing decisions to gain a competitive advantage over their competitors. The goal of our work is to analyse the effect of pricing and horizontal differentiation strategy of a hotel on its online reputation and to analyse if the hotel location and agglomeration of competitors moderates their relationship with online reputation.

With a sample of 264 hotels from Paris, an empirical study is developed that aims to analyse, using regression techniques, the impact of price, differentiation, location and competitive environment on online ratings given by consumers in the hospitality context.

The paper provides empirical evidence of how a good location improves the online reputation of a company and how pricing strategies should take into account the location and number of competitors since a good location allows premium prices to be valued positively by consumers while an inappropriate location can produce the opposite effect. Depending on location, the number of competitors can intensify or reduce the effect of price on online reputation. Finally, online reputation only benefits from horizontal differentiation strategies when the degree of agglomeration is low.

This work provides insights about how hotels can strengthen their online reputation through pricing and differentiation strategies, incorporating elements of their environment such as location and competition in this decision-making process.

酒店處於一個競爭非常激烈的經營環境中，營運者要面對競爭日益加劇的挑戰，在這情況下，他們必須計劃並重新設計其策略，以在酒店服務業中仍能繼續其業務。營運者可採用水平分化策略和定價決策，以取得比同業更大的競爭優勢。本研究旨在分析，若酒店採用價格及水平差異之策略，這對它們的網上聲譽會起什麽效應；研究亦探討酒店所處的位置及競爭者的凝聚會否減弱其與網上聲譽的關係。

研究樣本為來自巴黎264間酒店。研究人員採用實驗研究法，透過迴歸分析法，去分析在酒店服務的背景下，價格、差異化、地點和競爭環境如何影響消費者所給予的網上評分。

本文提供了經驗性證據，證明良好的地點會改善公司的網絡聲譽； 同時，亦證明釐定價格策略時，經營者應考慮競爭者的位置和數目，這是因為良好的地點會讓消費者正面評價溢價，而不合適的地點則會導致相反的效應。根據所在的地點，消費者的數目能增強或減弱價格對網絡聲譽的影響。最後，本文也證明了網絡聲譽只會在凝聚程度低的情況下才會受惠於水平分化策略。

本研究提供啟示，使我們更明瞭酒店如何能透過價格及差異化策略，同時亦透過把它們的環境元素如地點和競爭等納入決策程序中，來強化網絡聲譽。

While all recoveries are good, some are better than others with regard to their speed and/or magnitude. Many revenue-related key performance indicators (KPIs), such as comparisons to budgets and forecasts that were designed pre-pandemic to assess a hotel's or destination's performance are no longer valid. Therefore, the primary purpose of this conceptual paper is to highlight the need to peg financial-related KPIs relative to competitors' performance during and following a radical market disruption. The secondary purpose of this paper is to summarize advances reported in the literature and in the industry related to competitor benchmarking and accurately identifying competitor sets.

This conceptual paper synthesizes research from disparate sources to offer a series of recommendations to the industry regarding best practices for developing and monitoring revenue-related KPIs during pandemic recovery. Such KPIs will be different based upon hospitality or tourism sector but must be largely founded upon benchmarking off comparable operations.

Industry disruptions triggered by COVID-19 underscore the need (1) to increasingly utilize competitor-based revenue KPI benchmarks; (2) to have reliable competitor benchmarking data more readily available for use by hotels and destination marketing organizations (DMOs) and (3) for both hotels and DMOs to more accurately identify their competitive sets.

The recommendations offered in this paper are anchored with appropriate theories and empirical research; and as a consequence, offer guidance for the industry for KPI formulation during and following the pandemic.