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The purpose of this study is to assess motivational factors in the internationalisation of Portuguese hotel firms.

The epistemological approach that supports the development of this study is based on a deductive strategy. A comprehensive multi-case study was performed in which theoretical propositions were tested prior to further development.

The results of this study reveal that the internationalisation process of Portuguese hotel companies was triggered by managers’ entrepreneurial attitudes and international vision that in themselves embraced a combination of particular resources and competencies.

Noteworthy are study’s contributions to international entrepreneurship as an individual act within existing social networks established by managers and the management team as a result of previous business experiences. The impact of this overall entrepreneurial profile on firms’ behaviour is also of interest. Limitations of the study relate to its cross-sectional nature and the number of interviewees.

The integration of economic paradigms with behaviour theories and the resource-based view to understand how and why Portuguese hotel companies engage in international endeavours is a major contribution of this study.

This chapter explores the strategic motives behind the decision of hotels to internationalize. It approaches the subject from the perspective of the soft-service sector and aims to develop an understanding of this phenomenon. The literature covers several different factors that stimulate the decision to expand operations abroad. The process requires a trigger that will initiate the process and control the assignment until completion. Eight semi-structured interviews were conducted with international hotel chains to develop an understanding of the process. The findings reveal factors that can be distinguished between proactive and reactive and also be categorized under the four major motives behind internationalization: seeking natural resources, markets, efficiency and strategic assets or capabilities. The international strategy of hotel chains provides a roadmap for expansion and often acts as a trigger. The findings also reveal the significant role of vice presidents (VPs) of international development, development directors, agents and networks in initiating the process of internationalization and stimulating the chains towards specific parts of the world. One of the main differences between manufacturing and soft services is the wide variety of entry modes that are at the disposal of services. The findings are consistent with the literature published and provide an insight into the initial steps towards internationalization by hotel chains, in the post-COVID era.

Research question: What are the strategic motives behind the decision of hotels to internationalize?

This study aims to investigate the recent changes in the strategies of international hotel chains in the Russian market, as well as their role in the sustainable development of small and medium towns as prospective local tourism destinations.

General observation of the local environment, statistical analysis and a qualitative approach were used to reveal current developments in international hotel chains’ strategy in Russia, and new opportunities for a number of small towns to be embedded in the development of the Russian tourism market. The current scenarios were examined using the available secondary data, including federal statistics and relevant empirical studies, as well as case studies and personal interviews with industry experts that allowed access to respondents’ opinions and market knowledge.

In recent years, investment in the Russian regions has become more attractive for international hotel chains. Findings of the study add to the literature on emerging markets by presenting an overview of the main challenges facing international hotel chains in the Russian market and by stressing the facilitating effect of foreign hotel chains’ upon tourism infrastructure development in small and medium towns in Russian regions. The statistics presented, as well as key opinions of hoteliers and local authorities, contribute to an understanding of the strategies used by international hotel operators in emerging economies with reference to new evidence from Russia.

The main output of this study is that it yields a better understanding of the strategic movement of international hotel chains into the Russian regions and new opportunities to develop tourism infrastructure in small and medium cities situated in Russian regions as prospective tourism destinations.

This study aims to assess international customers’ experiences in the leading hotels of the iconic city of Shanghai.

Leximancer, a qualitative analysis software program, was used to examine over 2,000 reviews appraising Shanghai’s superior hotels. The reviews were posted on Agoda.com.

Overall, the international tourists were actually quite satisfied with the superior Shanghai hotels. This study highlighted the continuing importance of the attentive and professional “staff”, physical attributes of the “hotel”, comfort of the “room”, “location”, proximity to a “shopping” area and co-creation possibilities to deliver some “beautiful” experiences. Segments of the market based on tourists’ origins, travel style and hotel management styles emphasized different expressive and instrumental features. Some strong commonalities were identified. The most satisfied customers, no matter what their backgrounds, were those who were more impressed with the expressive and intangible elements in the hotel, especially their interaction with and the service qualities of the hotels’ professional and attentive staff.

The work offers a potential range of insights and emphases for individual properties in Shanghai and other locations to help market and co-create experiences in their properties in distinctive ways.

The work is framed within the wider theoretical concerns of extending the meaning of co-creation in the experience economy. The work argues that co-creation is not limited to the on-site experience but rather that post-visit appraisals through user-generated contents constitute an extended form of interaction which may assist in understanding the full trajectory of the hotel experience.

Building on the three-factor theory, this study aims to unravel how the role of hotel attributes such as basic, excitement and performance factors could differ in accordance with different hotel star ratings and distinct customer segments.

This study explores the asymmetric effects of hotel attributes on customer satisfaction by extracting 412,784 consumer-generated reviews from TripAdvisor across different cities in China.

By taking into account the origins of customers and hotel star ratings, the study uncovers that guests’ expectations of hotel performance differ with respect to their origins (domestic and international guests) and the star ratings of the hotels being reviewed, thereby moderating the asymmetric impact of hotel attributes on customer satisfaction.

The study compares and contrasts the determinants of customer satisfaction for domestic and international guests in the context of Chinese hotels. Care should still be exercised when generalizing the insights gleaned from this study to other contexts.

The findings from this study translate into actionable guidelines for hotel operators to make informed decisions regarding service improvement.

The study extends previous work by offering a deeper understanding of the asymmetric impact of hotel attributes on customer satisfaction. Specifically, this study provides a deep understanding of the different hotel attributes such as basic, performance and excitement factors in explaining customer satisfaction among different hotel customer segments. Findings from this study can not only inform hotel operators on the significance of various hotel attributes in determining customer satisfaction but also guide the formulation of business strategies to retain customers by inducing delight and not frustration.

Compares two of the largest and most recent examples of international franchising with Europe. Data collected from UK master franchisee personnel are used to illustrate how Friendly Hotels became the European master franchisee for Choice Hotels International and how Scotts Hotels became a major provider of Marriott International hotels in the UK. Focuses particularly on a comparison of the two relationships and on levels of product‐system transfer. Concludes by drawing out the issues relating to the introduction and marketing of international franchise brands.

Compares the role of an international hotel manager to the role of a main performer of a stage show. Summarizes the basic management concepts and emphasizes the importance of key knowledge areas in satisfying various needs of different types of people, hotel managers have to deal with. Four categories of hotel managers are identified and international hotel managers are described. Finally, the pre‐requisites for success in international hotel management are analyzed.

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.

The international hotel industry's growth has been achieved via the simultaneous divestment of real estate portfolios and adoption of low risk or “asset light” market entry modes such as management contracting. The management implications of these market entry mode decisions have however been poorly explored in the literature and the purpose of this paper is to address these omissions.

Research was undertaken with senior human resource executives and their teams across eight international hotel companies (IHCs). Data were collected by means of semi‐structured interviews, observations and the collection of company documentation.

The findings demonstrate that management contracts as “asset light” options for international market entry not only provide valuable equity and strategic opportunities but also limit IHCs' chances of developing and sustaining human resource competitive advantage. Only where companies leverage their specific market entry expertise and develop mutually supportive relationships with their property‐owning partners can the challenges of managing human resources in these complex and diversely owned arrangements be surmounted.

A limitation of this paper is the focus on the human resource specialists' perspectives of the impact of internationalization through asset light market entry modes.

This paper presents important insights into the tensions, practices and implications of management contracts as market entry modes which create complex inter‐organisational relationships subsequently shaping international human resource management strategies, practices and competitive advantage.