Desempenho de Empresas Diversificadas: Evidências da Indústria de Transporte Aéreo dos Estados Unidos

Barros, Henrique M.; Bortoluzzo, Adriana Bruscato; Arruda, Lucas Mello de Campos

doi:10.1590/1982-7849rac2018160123

Cited by 2 publications

(2 citation statements)

References 55 publications

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“…For Casanueva et al (2015) and Kaihatu and Oktavio (2020) strategic alliances are important and aim to adapt to scenarios to take advantage of market opportunities, as well as obtain sustainable competitive advantage. In addition, alliances promote mutual benefits, examples are partnerships between hotels and travel agencies (Heriyati & Utomo 2020;Andrade & Smith, 2020) and travel agencies and airlines with equity participation (Barros et al, 2018;Marulanda Valencia & Restrepo-Montes, 2020). With regard to differentiation, Porter (2004) classifies it as a type of generic strategy and its definition is related to something offered by the industry in a sue-generis way.…”

Section: Strategies In the Hotel Sectormentioning

confidence: 99%

Strategies Implemented in Hotel Companies Before and During the Oil Spill and Covid-19

SILVA SPINDOLA CORREIA,

Vasconcelos Pereira

2023

ReAT

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This theoretical-empirical study aims to analyze the strategic actions implemented by international entrepreneurs of hotels and inns located in Porto de Galinhas-PE (Brazil), and in the surroundings, in the face of the oil spill and Covid-19 catastrophes. It is a study of multiple cases with a qualitative approach. Documents and transcripts of semi-structured interviews carried out with directors, managers and employees of hotels, inn, Porto de Galinhas Hotels Association (AHPG) and Porto de Galinhas Convention & Visitors Bureau (PGACVB) were analyzed using the ATLAS.ti software. As a result of this study, it was found that with regard to strategic actions before disasters, it appears that differentiation was present in Hotels A, B and D and as differentiating elements are: services offered, personalized and regionalized drinks, revenue management and modern infrastructure. As for the strategic actions in the context of catastrophes, it is attested that the differentiation is also present in Hotel-A and Hotel-B with the implementation of new services (all inclusive and Bureau Veritas certification) respectively. This investigation reveals that differentiation forms the essential basis for the consolidation of the tourist destination in the domestic and international market. Therefore, these results indicate that the business strategies adopted in hotels and inns influence the strengthening of the tourist destination. In addition to the lack of internationalization studies in companies in the northeast of the country, investigations on the topic in the area of tourism are incipient. The sector's organizations are especially important to maintain the sustainable development of tourism-oriented economies, such as the coast of Pernambuco.

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Section: Strategies In the Hotel Sectormentioning

confidence: 99%

Strategies Implemented in Hotel Companies Before and During the Oil Spill and Covid-19

SILVA SPINDOLA CORREIA,

Vasconcelos Pereira

2023

ReAT

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“…As performance is a multifaceted and multidisciplinary construct, scientists have used diverse approaches to interpret its antecedents. In one such example, Barros et al (2018) found that formulation of strategies focused on business diversification is justified by the fact they minimize risks to company performance, as businesses with unsatisfactory results can be compensated for by other businesses. Therefore, performance is a crucial factor in whether an organization will adopt a strategy that favors diversification.…”

Section: Performancementioning

confidence: 99%

Strategic positioning, differentiation and performance of Brazilian wineries

Klinger

Silveira-Martins

Castro

et al. 2019

IJWBR

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Purpose The purpose of this study is to verify whether managers’ strategic orientation influences decision-making related to differentiation and whether these two factors impact on the performance of the firms in the Brazilian wine industry. Design/methodology/approach A survey was conducted with representatives from 123 wineries located in the following Brazilian states: 78.86 per cent in Rio Grande do Sul; 13.01 per cent in Santa Catarina; 2.44 per cent in Paraná; 2.44 per cent in São Paulo; 1.63 per cent in Bahia; and 1.63 per cent in Pernambuco. The data were analyzed using multivariate statistical techniques, resulting in a structural equations model of the constructs. Findings The research findings show that there is a positive association between prospector orientation and differentiation. Analyst positioning was negatively associated with differentiation of winery companies. It was also possible to show that differentiation has a positive relationship with performance. Originality/value While a previous study attempted to identify wineries’ strategic orientation using other theoretical constructs, this study makes a contribution to consolidating reflections on strategic orientation focused on differentiation and performance. The results contribute to expanding the scientific debate by filling a gap in existing theory and also provide information of use to decision-makers, demonstrating, which approaches improve differentiation, and hence, performance.

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Desempenho de Empresas Diversificadas: Evidências da Indústria de Transporte Aéreo dos Estados Unidos

Cited by 2 publications

References 55 publications

Strategies Implemented in Hotel Companies Before and During the Oil Spill and Covid-19

Strategies Implemented in Hotel Companies Before and During the Oil Spill and Covid-19

Strategic positioning, differentiation and performance of Brazilian wineries

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