CEO Perspectives on Scanning the Global Hotel Business Environment

Olsen, Michael D.; Murthy, Bvsan; Teare, Richard

doi:10.1108/09596119410060865

Cited by 52 publications

(55 citation statements)

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“…However, the significance of the relationship depends on the exact measure of 'performance' (different measures of efficiency, effectiveness and adaptability were used in the survey). Other studies tend to focus on specific elements of the strategic management process, for example environmental scanning (Olsen and Teare, 1994;Costa and Teare, 2000). Olsen and Ropper (1998) provided a review of research in strategic management in the hospitality industry and found that it is still grounded in the classical view of strategy as a highly rational process.…”

Section: Existing Strategic Management Approachesmentioning

confidence: 98%

Integrating hotel environmental strategies with management control: a structuration approach

Chung

Parker

2006

Bus Strat Env

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This study addresses the development of environmental strategies and associated management control in the international hotel industry, a sector of major economic and environmental impact hitherto largely neglected in the environmental management and accountability literature. The low key level of commitment to environmental management currently exhibited by the industry is considered in the context of dominant systems of hotel management performance evaluation and control, as well as the industry's current strategic management and budgetary practices. Informed by Giddens' structuration theory, the study offers a new theoretical framework, environmentally efficient resourcing, as a structured approach to the development of hotel environmental strategy and its management.

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Section: Existing Strategic Management Approachesmentioning

confidence: 98%

Integrating hotel environmental strategies with management control: a structuration approach

Chung

Parker

2006

Bus Strat Env

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“…Some empirical research in the hotel industry has explored the SIPs of hotel executives with a general interest in the application of the environmental scanning process in the hospitality industry (Costa, 1995;Costa & Teare, 1994). More specifically, Olsen, Murthy, and Teare (1994) and Simon and Namasivayam (1999) have explored the threat and opportunity perceptions of hospitality executives. O'Neill et al's (2004) research, although focusing on the effect of macroculture on hotel executives' SIPs, incorporates a study in which hotel managers provided information regarding their opinions of the most important strategic issues facing the lodging industry.…”

Section: Introductionmentioning

confidence: 99%

Work-Family Balance as a Potential Strategic Advantage: a Hotel General Manager Perspective

Xiao

O’Neill

2010

Journal of Hospitality & Tourism Research

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This qualitative study is an exploratory attempt to investigate hotel general managers' (GMs) perceived work-family balance/interface issues from a strategic perspective. Based on 49 in-person, in-depth, in-office interviews with full-service hotel GMs, we identify current strategic issue perceptions (SIPs) of hotel GMs and explore potential relationships between these SIPs and work-family issues in the hotel industry.Findings suggest that work-family issues, including workplace flexibility, turnover, knowledge management and career advancement, are influenced by hotel culture and the GM's management style; and when human resources are perceived as a competitive advantage by the hotel GMs, the work-family issues are indeed related to the hotel GM's perceived strategic issues.

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“…Therefore many hotels tend to establish brands to carry their slogans and impressions of quality. Apart from several global hotel chains, which already place high value on their brand equity, many individual, privately owned hotels join hotel associations in order to belong to and operate under an umbrella brand (Olsen et al 1994). If umbrella brands are used in hospitality marketing, success of extensions can only be benefited from if there is a fit between the original product and the extended one (Rotemberg, 2010;Volckner, et al, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

Better together? A hospitality case for umbrella branding

Kooli

Cai

Tang

et al. 2016

JBIM

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Purpose: While the topic of 'umbrella branding' (UB) strategies for manufacturers' products in the business-to business literature has received attention, much less has been written about UB strategies in the hospitality industry. With the aid of a theoretical framework this paper explores three types of behavioural characteristics: alliance attribute; communication behaviour; and alliance management to examine cost and service benefits for alliance success within one umbrella organisation in the German hospitality industry. The theoretical framework of the paper built on the model of Vanpoucke and Vereecke (2010), incorporating a top management perspective to test and extend an umbrella brand.Design/methodology: Semi-structured interviews with a sample of senior managers were undertaken in Germany at the headquarters of Ringhotels v.E. Content analysis of the data collected was implemented to increase understanding of the research phenomenon with regard to relationships and the conceptual framework applied. The results were presented in the tables with discussions about the qualitative research Findings:The results of the study showed that behavioural characteristics played a significant role in explaining overall alliance success on cost and service benefits. A good level of quality presented in Ringhotels' services, marketing, risk and coordination were found to be a better predictor of success when absence of management and lack of trust hampered good performance.Originality/Contribution: The study offers insights into the management of relationships within Ringhotels v.E. and how these can be better managed. The main contribution of the 2 work fills in a gap currently existing in the literature about umbrella branding within the hospitality industry.

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CEO Perspectives on Scanning the Global Hotel Business Environment

Cited by 52 publications

References 0 publications

Integrating hotel environmental strategies with management control: a structuration approach

Integrating hotel environmental strategies with management control: a structuration approach

Work-Family Balance as a Potential Strategic Advantage: a Hotel General Manager Perspective

Better together? A hospitality case for umbrella branding

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