Competitive Intelligence and Sustainable Competitive Advantage in the Hotel Industry

Salguero, Gisela Casado; Gámez, Manuel Ángel Fernández; Fernández, Ignacio Aldeanueva; Palomo, Daniel Ruíz

doi:10.3390/su11061597

Cited by 27 publications

(26 citation statements)

References 61 publications

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“…One of the main factors is the creation of SCA. The literature discussed many factors that could create SCA, such as social and technological change [7], entrepreneurial orientation and market orientation [8], investing in intangible resources and firm capabilities [9], knowledge management practices [10], marketing innovation [11], competitive intelligence [12], and total quality management [13,14]. Although there were many factors that could affect the creation of SCA, HRM was presented as the most prominent HRM strategies are considered as a rationalised effort applied by the organizations to manage the talent pools to achieve the organizational goals.…”

Section: Introductionmentioning

confidence: 99%

The Relationship between HRM Strategies and Sustainable Competitive Advantage: Testing the Mediating Role of Strategic Agility

2021

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This study aims to investigate the impact of strategic agility on the relationship between Human Resources Management (HRM) strategies and Sustainable Competitive Advantage (SCA). A total of 227 large and medium-sized manufacturing companies were surveyed and studied. Using Structural Equation Modelling (SEM), this study found a positive and direct impact of HRM strategies on SCA. The study revealed a mediating effect of strategic agility on the relationship between HRM strategies and SCA. This study provides practical guidance for Yemeni large and medium-sized manufacturing companies to maintain SCA by focusing more on strategic agility in a turbulent business environment.

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Section: Introductionmentioning

confidence: 99%

The Relationship between HRM Strategies and Sustainable Competitive Advantage: Testing the Mediating Role of Strategic Agility

2021

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“…At present, globally hotel industry facing high competition with each other due to globalization, technological innovation, almost similar service offering and lack of talented people for quality service (Salguero, 2019;Tran, 2015;Mathews, 2000). In addition, to sustain in the competitive business environment, the hotel industry to be creative performer, quality service provider and need to retain talented employees in the hotel industry.…”

Section: Introductionmentioning

confidence: 99%

A Review Study of the Human Resource Management Practices on Job Satisfaction of Hotel Industry Employees of Malaysia

Miah¹,

Hafit²

2019

IJHRS

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The purpose of this review study to determine the impact of human resource management practices on job satisfaction. In addition, in this research is deeply focusing on job satisfaction, various human resource management practices, hotel industry of Malaysia, providing some prior relevant theoretical model, the relationship between HRM practices and job satisfaction and hypotheses has been developed. Based on this review of existing literature has been identified that there is a lot of HR management lacking in the hotel industry of Malaysia namely; shortage of talented people, high turnover issue, lack of adequate training, lack of motivation and lack of quality services. However, based on the existing literature it is proven that there is a significant relationship between HRM practices and job satisfaction. Therefore, this study will contribute in two ways namely; In practically- helps the management of hotel industry to understand the relationship between HRM practices and job satisfaction, keep motivating and retaining skillful employees, attract talent people and reduce the turnover issue and finally developed the competitive advantage among its rivals. In theoretically- this research will be the reference for the future research on HRM practices and job satisfaction. Other than that, the conceptual framework is plain and simple that is easy to understand for the relationship between HRM practices and job satisfaction which will help other researchers to think wisely about the relationship.

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“…Based on the reviews discussed above, little studies are available on CI practices explicitly focusing on the hotel industry. The current study by Salguero et al (2019) is the only sole study that focused on the hotel industry. Hence, this study recommends future studies to examine CI activities' influence on hotels performance.…”

Section: Discussionmentioning

confidence: 99%

Competitive Intelligence Practices and Organizational Performance Linkage: A Review

Asri

Mohsin

2020

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Scholars have intensely researched competitive Intelligence or CI for decades. This topic has been under constant investigation and development concerning business strategy in soaring business performance. This paper critically examines and integrates the Competitive Intelligence Practices by different industries and its relationship on organizational performances. The review employed Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) and utilizes three databases (Science Direct, Scopus, and Proquest) from January 2014 to November 2019. This timeframe and databases were preferred because the articles collected have been through a quality control process and comprehensive source for research performance data and analytics. As many as 666 articles were narrowed down to 20 articles to meet the criteria of this study. Conclusively, six main themes were identified, which are Organizational awareness, CI process, Social capital, CI Challenges, Competitive advantages and Sustainability based on the thematic analyses. Furthermore, another five sub-themes emerge from these key themes. A deduction is made concerning a relationship between Competitive Intelligence Practices and Organizational performance. This paper also suggests conducting more studies in service industries, especially the hospitality industry because of its economic impact and the changing landscape in today's consumer.

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Competitive Intelligence and Sustainable Competitive Advantage in the Hotel Industry

Cited by 27 publications

References 61 publications

The Relationship between HRM Strategies and Sustainable Competitive Advantage: Testing the Mediating Role of Strategic Agility

The Relationship between HRM Strategies and Sustainable Competitive Advantage: Testing the Mediating Role of Strategic Agility

A Review Study of the Human Resource Management Practices on Job Satisfaction of Hotel Industry Employees of Malaysia

Competitive Intelligence Practices and Organizational Performance Linkage: A Review

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