Identifying value conflicts between stakeholders in corporate travel management by applying the soft value management model: A survey in South Africa

Douglas, Anneli; Lubbe, Berendien Anna

doi:10.1016/j.tourman.2005.11.007

Cited by 28 publications

(36 citation statements)

References 10 publications

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“…Corporate travel management can be a challenging subject, however, as it involves not only the management of relationships between corporate buyers, travel agencies and suppliers (Douglas & Lubbe, 2006;Holma, 2012), but also employee relationships and internal managerial control (Gustafson, 2013). Organizations have developed policies on service purchases and have a set of approved suppliers to business travel purchases.…”

Section: Introductionmentioning

confidence: 99%

Ensuring corporate travel compliance – Control vs. commitment strategies

2015

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h i g h l i g h t sWe investigate travel policy compliance within a triadic travel supply chain. We focus on control and commitment strategies within the corporate travel context. Both control-and commitment-based strategies will gain traveller compliance. Service quality and proactive approach secure the use of the contracted services. Corporate travel management shares similar perspectives with leisure travel. a b s t r a c t Business travel has increased substantially during the past few decades. Business travel costs are one of the main controllable costs in international corporations, and thus companies are imposing stricter policies on corporate travel to create savings and efficiency. For travel management, the current literature suggests two alternative management strategies based on either a control-oriented or a commitmentoriented approach. In this paper we present an in-depth case study that investigates the impact that each type of strategy has on corporate travel policy compliance. Specifically, we investigate how the strategies are executed in a triadic travel supply chain setting, consisting of a corporate travel buyer, a business travel agency and a technology provider. Our findings show that both the control and commitment-based strategies are used in all stages of the travel process. The seminal finding is that the competitiveness and high quality of services provided internally by the buyer in collaboration with the triad members e rather than strict control and monitoring e is essential to travel policy compliance. This finding shows that corporate travel management shares similar perspectives to leisure travel in that service quality is key to securing business. Furthermore, a proactive approach to control via a wellestablished and reasonable travel policy is needed.

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Section: Introductionmentioning

confidence: 99%

Ensuring corporate travel compliance – Control vs. commitment strategies

2015

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“…A survey on corporate travel management in selected South African organisations found that only 22 % of organisations surveyed reported that travellers comply with the travel policy all the time (Lubbe, 2003). Reasons for traveller non-compliance range from deliberate infringement as a result of last-minute bookings, the use of personal loyalty cards, to unknowing infringement of the policy due to a lack of knowledge on its conditions (Douglas & Lubbe, 2006). Recent studies, in the USA, have estimated the average compliance cost for companies at about $3 million a year (Hulett, 2005).…”

Section: )mentioning

confidence: 99%

“…Very few scientific studies have focussed on aspects related to corporate travel policies and compliance (Douglas & Lubbe, 2006;Lubbe, 2003;Mason, 2002), while industry has recognised this need and increased their surveys substantially in the last number of years (Airplus, 2006;Institute of Travel Management, 2006;Kirchner, 2005). This paper takes a scientific approach by proposing a theoretical foundation which argues for a deeper analysis of the problem of traveller non-compliance.…”

Section: Introductionmentioning

confidence: 99%

Violation of the Corporate Travel Policy: An Exploration of Underlying Value-Related Factors

Douglas

Lubbe

2008

J Bus Ethics

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A travel management programme allows an organisation to manage corporate travel expenditure, and through a well-formulated travel policy, to control its travel expenses.However, traveller non-compliance of the travel policy is an increasing area of concern with surveys conducted amongst travellers showing various reasons for non-compliance, both deliberate and unknowing. The purpose of this article is to look beyond the reasons and identify underlying factors that influence travel policy compliance. Two broad categories of factors that lead to non-compliance are distinguished: those related to the corporate travel policy as formulated and communicated by the organisation, referred to as corporate-related factors and including issues of corporate culture and business ethics; and those related to the person of the corporate traveller, referred to as personal-related factors and including issues of personal ethics. This paper makes a first attempt at identifying factors that have not previously been recognised in those industry or academic studies done on non-compliance or violation of the corporate travel policy.

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“…corporate rates), day-to-day operation of the corporate travel program, traveler safety and security, credit-card management, and Travel and Expense reporting and data management. CTM is particularly complex as it involves the coordination and cooperation between multiple stakeholders with conflicting objectives and processes that are not directly under their control (Douglas and Lubbe, 2006). For example, the travel brokers making travel reservations cannot be held accountable for the performance of the travel service providers (i.e.…”

Section: Introductionmentioning

confidence: 99%

A method for quantifying travel productivity for corporate travel managers

Sherry

2015

Journal of Air Transport Management

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Identifying value conflicts between stakeholders in corporate travel management by applying the soft value management model: A survey in South Africa

Cited by 28 publications

References 10 publications

Ensuring corporate travel compliance – Control vs. commitment strategies

Ensuring corporate travel compliance – Control vs. commitment strategies

Violation of the Corporate Travel Policy: An Exploration of Underlying Value-Related Factors

A method for quantifying travel productivity for corporate travel managers

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