A new path for building hotel brand equity: the impacts of technological competence and service innovation implementation through perceived value and trust

Ruan, Wen-Qi; Zhang, Shuning; Liu, Chih‐Hsing; Li, Yongquan

doi:10.1080/19368623.2020.1738302

Cited by 43 publications

(48 citation statements)

References 71 publications

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“…The results of the direct influence test in the table above show the Brand Trust variable The Perceived Value has a significant effect as seen from the tstatistics value of 2.389 and with a P-Value of 0.002. The results of this test are in line with research from Chae et al (2020) and Ruan et al (2020).…”

Section: Hypothesis 2 H2 : Brand Quality Affects Perceived Valuesupporting

confidence: 88%

“…H2: Brand Quality has a significant positive effect on Perceived value Brand Trust with Perceived Value Ruan et al (2020) stated that the influence of Brand trust on Perceived Value has results which state that it has a significant effect. This statement is also supported by Choi and Lee (2019), who also have research results showing that trust has a significant effect on Perceived value.…”

Section: Literature Reviewmentioning

confidence: 99%

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Analysis of the Effect of Customer Buying Intention on the Selection of the New Normal Kit in the Covid-19 Pandemic

Hasan

Richart

2022

Int. J. Res. Granthaalayah

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This study aims to analyze the effect of Health benefit, Brand Quality, Brand Trust, and Price by mediating Perceived Value on Buying Intention. according to the requirements in the known population of 1.1 million people have visited, then based on Krejcie and Morgan table, the number of samples that must be required is 384 respondents. The data used in this study were 384 respondents. Results obtained from the Partial Least Square (PLS) approach for data analysis it is said that the Health Benefit variable has a significant effect on Perceived value, as well as Brand Quality, Brand Trust, Price variables which also have a significant effect on Perceived value. and then also has a significant effect on the perceived value variable on buying intention, as well as the health benefit variable with price which also has a significant effect on buying intention.

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Section: Hypothesis 2 H2 : Brand Quality Affects Perceived Valuesupporting

confidence: 88%

Section: Literature Reviewmentioning

confidence: 99%

Analysis of the Effect of Customer Buying Intention on the Selection of the New Normal Kit in the Covid-19 Pandemic

Hasan

Richart

2022

Int. J. Res. Granthaalayah

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“…More specifically, the stimuli refer to factors that can affect an individual’s internal state. The “organism” refers to the inward state of individuals’ affection and feelings and includes the entire process of intervening between the stimulus and response (Ruan et al , 2020). The “response” represents individuals’ subsequent responses, which can appear as approach/avoidance behaviors (Mehrabian and Russell, 1974; Yadav et al , 2021).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Tourism destination brand equity, brand authenticity and revisit intention: the mediating role of tourist satisfaction and the moderating role of destination familiarity

Shi

Liu

Kumail

et al. 2022

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Purpose This study aims to explore the relationships among destination brand equity, brand authenticity and revisit intention. The mediating role of tourist satisfaction and the moderating role of destination familiarity in these relationships are also investigated. Design/methodology/approach Based on the stimulus–organism–response theory, a structural equation model was constructed to test the relationships among the study variables. The original data was obtained using a questionnaire survey method from domestic tourists who have traveled to Guilin in China. Findings The findings revealed that brand equity and brand authenticity not only positively and directly affect revisit intention but also have an indirect influence on revisit intention through the mediating role of tourist satisfaction. Destination familiarity positively moderates the direct influence of brand equity on revisit intention. Furthermore, brand authenticity significantly and positively affects brand equity. Practical implications The findings of this study provide a certain enlightenment for brand marketing and tourist destination management. Originality/value This study reveals the impact path of brand equity and brand authenticity on revisit intention, compensating for the lack of attention on impact mechanism among them. This study proves the impact of brand authenticity on destination brand equity. This compensates for the deficiencies that ignore possible antecedents affecting destination brand equity and the impact of brand authenticity on brand equity in the context of tourism destination. This study also confirms the specific dimensions of brand equity and brand authenticity in the context of Chinese tourism destinations in response to the current controversy.

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“…Thus, they are key to long-term business success (Taillon and Huhmann, 2019). In this respect, a hotel's ability to use SST in response to COVID-19 is not only a quick crisis management measure for the pandemic alone but also a strategic advantage to gain long-term competitiveness and productivity (Baumann et al, 2019;Ruan et al, 2020). This is in line with the suggestion that hotels should not only acquire new strengths in response to the COVID-19 pandemic but also prepare for the new world's competition (Yang and Han, 2021).…”

Section: Self-service Technology As a Recovery Strategymentioning

confidence: 99%

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

Liu

Yang

2021

IJCHM

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Purpose The purpose of this study is to explore how hotels evolve their dynamic capabilities to adjust their technology-based strategy to improve performance and to gain competitive productivity (CP) during the COVID-19 pandemic and in the aftermath. Design/methodology/approach In-depth interviews with hoteliers were conducted to unveil their dynamic capabilities amid the pandemic as regard adjustments and performance of self-service technology (SST)-based strategies. Thematic analysis was used to analyze the data. Findings Data analysis revealed four types of dynamic capabilities (i.e. sensing, learning, integrating and coordinating capabilities). Equipped with these capabilities, hotels made minor adjustments to their SST strategies. In general, during an economic downturn, hotels refrained from introducing new SSTs. SSTs introduced before the pandemic were used more frequently and received enhanced customer feedback. The findings further revealed that the factors influencing hotels’ application of SSTs before and after the outbreak of COVID-19 remained similar. Originality/value This is the first research integrating CP, dynamic capabilities and strategic management process to explain how hotels adjust technological strategies to recover in a suddenly changed environment. Such a framework enables scholars and practitioners from content-oriented and process-oriented perspectives to make quick but sound strategic management decisions in adapting to turbulent environments. This timely study enriches the expertise of using technology as a recovery strategy and contributes to future research on the practical application of SSTs and crisis management.

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A new path for building hotel brand equity: the impacts of technological competence and service innovation implementation through perceived value and trust

Cited by 43 publications

References 71 publications

Analysis of the Effect of Customer Buying Intention on the Selection of the New Normal Kit in the Covid-19 Pandemic

Analysis of the Effect of Customer Buying Intention on the Selection of the New Normal Kit in the Covid-19 Pandemic

Tourism destination brand equity, brand authenticity and revisit intention: the mediating role of tourist satisfaction and the moderating role of destination familiarity

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

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