The aim of this article is to emphasize the importance of quality improvement in tourism. To this end, literature re lated to the changing scenario of the tourism industry, the ever-increasing expectations from tourists, and the tools for measuring perceived service quality is reviewed. The value of the tourism industry is revisited, and the SERVQUAL model is used as a framework for defining the real meaning of customer satisfaction in tourism. Gap analysis is used to illustrate how tourism-related organizations can improve their service quality. Finally, this article concludes that serv ice quality is a necessary and winning strategy in the tourism industry for the new millennium.
While the tourism industry generally rejects ISO 9000 as a standard irrelevant for this sector, the article aims to assess potential impacts of ISO 9000 accreditation upon the performance of small tourism enterprises (STEs). Limited research within this area encouraged the use of primary research techniques for collecting the relevant data. Due to an insufficient number of STEs fulfilling the sampling criteria, a case study approach was adopted with Westons Cider constituting its subject. The research revealed that ISO 9000 significantly contributed to the improved performance of this company. The benefits and advantages of the ISO 9000 system depend, however, on the age of the system and are subject to a company's conformance to critical success factors. The study also uncovered that the usefulness of ISO 9000 needs to be assessed against the particular situation of an individual company rather than against the sector to which a company belongs.
Exploratory studies in the social sciences are being increasingly advocated, particularly in relation to new research themes or when addressing an existing issue from a new perspective. Although exploration is usually the starting point, it is frequently part of a sequence of research stages. However, until recently the actual process of conducting such exploratory research within the leisure and tourism fi eld has received little attention. This is due not just to perceptions that exploration is merely the initial step in a longer research process, but signifi cantly, because there is a lack of guidance on how to conduct such research. This paper argues that when the overall tourism research study involves the use of mixed methods, an initial exploratory stage conducted as part of a sequential research process, requires a systematic approach to achieve a reliable platform for further investigation. The paper shows how and why a systematic research design process in the exploratory stage can enhance the value of studies, when the initial qualitative stage is to be followed by a quantitative phase. Three phases of an exploratory qualitative research design process are identifi ed: preparation, development and refi nement. Criteria for assessing the suitability of qualitative data collection techniques are proposed. It is argued that careful attention to the process of designing the initial exploratory qualitative stage constitutes the necessary condition for achieving results that will form a sound basis for the next quantitative sequence of research.a These questions were pre-tested at a large shopping centre in country X. b These questions were used in the fi rst pilot tests at various locations in country X and country Y. 440 P. Mason, M. Augustyn and A. Seakhoa-King
Purpose-This study examines direct effects of quality management on competitive advantage within the context of the resource based view of a firm. Methodology-Survey data has been obtained from 288 general managers of luxury hotels in Egypt. We have used 6 dimensions and 22 indicators of quality management, two indicators of competitive advantage that manifest the hotel's above average financial performance relative to competitors within the study sample, and a multi-group analysis in structural equation modeling (SEM). Findings-The results indicate that quality management may be a source of competitive advantage. Top management leadership and supplier management differentiate hotels with above average financial performance from its competitors. The role of customer focus and employee management in generating competitive advantage is questionable while process management and quality data and reporting may not contribute to achieving competitive advantage. Research limitations/implications-Only direct effects of quality management on competitive advantage are examined within the context of a luxury hotel industry in Egypt. Similar studies within other contexts and models that study indirect effects of quality management on competitive advantage with factors that might moderate these effects are 2 needed. Future studies could compare effects of quality management on competitive advantage with effects of quality management on other business outcomes. Practical implications-The results may inform management decision making concerning the development of capabilities that may generate competitive advantage. Originality/value-This study contributes to the debate on strategic value of quality management and resource-based sources of competitive advantage. Methodologically, this study shows an alternative approach to measuring competitive advantage and indicates that applying a multi-group analysis in SEM may contribute to producing original results.
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