Performance measurement in independent hotels

Haktanir, Mine

doi:10.1016/b978-0-7506-6729-6.50008-x

Cited by 9 publications

(11 citation statements)

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“…Despite the ongoing problem of a divided Cyprus, the entrepreneurs made their investments under these uncertain conditions. This is consistent with the findings of Hussain et al (2012) and Haktanir (2012), who reported that entrepreneurs were aware of unstable political situations but continued to invest in hotels and other tourism activities in North Cyprus.…”

Section: Resultssupporting

confidence: 92%

Identification of growth factors for small firms: evidence from hotel companies on an island

Yazıcı

Köseoğlu

Okumuş

2016

JOCM

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Purpose The purpose of this paper is to mainly investigate what factors drive growth for independent hotel firms on an island. Design/methodology/approach Two steps were followed. First, to identify hotels demonstrated significant growth; 92 independent hotels in North Cyprus were analyzed via a self-report questionnaire. Second, key growth factors were examined in five hotels showing the growth over years among the independent hotels via in-depth, semi-structured interviews, focus group interviews, and observations. Findings The study findings revealed 16 important growth factors for hotels, including active risk taking, education, family history, networks of contacts, other business interests, family investing friends, key employee partners, customer concentration, autonomy, innovativeness, proactiveness, competitive aggressiveness, location, desire to succeed, age of founders, and state support where are strong, weak, and interrelated relationships among these factors. These findings allow factors to be categorized into new groups, namely, strategic and tactical factors. The research findings unveil new factors referred to as “political conflict – pursuing different strategy and opportunities,” importance of second generations affect and entrepreneur’s metacognitive strategies, “informal networking.” Research limitations/implications More research should also be undertaken for entrepreneurs or managers who formulate and implement strategies to enter new markets or to tackle turbulent and/or unstable environments. Practical implications This study reveals that one factor on its own cannot influence the growth of hotels. Rather, successful growth depends on the entrepreneur’s ability to combine all factors in harmony. Originality/value Given that there is limited empirical evidence on the growth of independent hotels on islands, this study made an important attempt to contribute to the entrepreneurship literature in the hospitality management and family business fields via micro-level approaches concerning the factors influencing hotels’ growth on an island. This is one of the first studies presenting and discussing empirical findings on growth factors for small hotels on an island, and brings a new perspective by grouping factors as strategic and tactical factors.

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Section: Resultssupporting

confidence: 92%

Identification of growth factors for small firms: evidence from hotel companies on an island

Yazıcı

Köseoğlu

Okumuş

2016

JOCM

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“…The owners of a business largely determine the direction of the business, including the ESPPs, and hotel managers must act in the interest of the owners and shareholders. In independent hotels, owners can have a direct influence on hotel management [70,71]. In hotels managed by a hotel management company, the owners and shareholders influence the management of the hotel through the corporate head office and the senior management team [72,73].…”

Section: Findings and Discussionmentioning

confidence: 99%

Stakeholders’ Influence on Environmental Sustainability in the Australian Hotel Industry

Khatter

White²,

Pyke

et al. 2021

Sustainability

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Hotels are a key element of the tourism industry. Hotels are the most common form of accommodation for tourists and the hotel industry is intricately to tourism. A review of the academic literature indicates that existing research is primarily focused on sustainability in tourism, but very few studies have analysed the environmental dimension of sustainability in hotels in Australia, an important facet of the Australian tourism industry. The paper presents the findings of the influence of stakeholders on environmentally sustainable policies and practices (ESPPs) in the Australian hotel industry. One-on-one interviews were conducted with hotel managers as a representative sample of Australian hotels in Melbourne, Australia. The selected sample for the research comprised managers who manage approximately 60 hotels. The data was collected through in-depth interviews. It was then transcribed, coded, and analysed with NVIVO, a computer-aided qualitative data analysis software program. The sample size ensured representation by different segments of the hotel industry to include international chain-affiliated hotels, Australian chain-affiliated hotels and independent hotels. An analysis of the findings suggests that owners and shareholders are the biggest influencers as their investment takes primary importance. Other key stakeholders such as guests generally play a secondary role in influencing the ESPPs of hotels. ESPPs should lead to well-intentioned initiatives and practices that are undertaken by stakeholders to create drivers for change to contribute to environmental sustainability.

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“…Karatepe and Kilic, 2007; Karatepe and Uludag, 2008). It is obvious that there is a dearth of contemporary human resources managerial practices in the Northern Cyprus hotel industry (Haktanir, 2006; Karatepe and Kilic, 2007).…”

Section: Methodsmentioning

confidence: 99%

Outcomes of customer verbal aggression among hotel employees

Karatepe

Yorganci

Haktanir

2009

Int J Contemp Hospitality Mngt

153

126

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The central purpose of this study is to develop and test a model which examines the effects of customer verbal aggression on emotional dissonance, emotional exhaustion, and job outcomes such as service recovery performance, job satisfaction, and turnover intentions. The model also investigates the impact of emotional dissonance on emotional exhaustion and the effects of emotional dissonance and exhaustion on the above-mentioned job outcomes. Design/methodology/approach -Data were gathered from a sample of frontline hotel employees in Northern Cyprus via self-administered questionnaires. A total number of 204 questionnaires were obtained. Findings -As hypothesized, emotional dissonance and emotional exhaustion were found to be significant outcomes of customer verbal aggression. The results demonstrated that emotional dissonance amplified exhaustion. The results further revealed that customer verbal aggression and emotional dissonance intensified turnover intentions. As expected, emotional exhaustion reduced service recovery performance and job satisfaction and aggravated turnover intentions.Research limitations/implications -The cross-sectional design of the study constrains the ability to make causal inferences. Therefore, future studies using longitudinal designs would be beneficial in establishing causal relationships. Although the paper controlled for common method bias via Harman's single-factor test, future studies using multiple sources for data collection would minimize such a problem. Practical implications -Hotel managers need to arrange training programmes to enable their employees to cope with the actions of boisterous and boorish customers. Having empowerment in the workplace seems to be an important weapon in managing such customers. In addition, managers should recruit and select the most suitable individuals for frontline service positions so that such employees can cope with difficulties associated with customer verbal aggression, emotional dissonance, and emotional exhaustion. Originality/value -Empirical evidence pertaining to the consequences of customer verbal aggression in the hospitality management and marketing literatures is meagre. Thus the stu...

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Performance measurement in independent hotels

Cited by 9 publications

References 0 publications

Identification of growth factors for small firms: evidence from hotel companies on an island

Identification of growth factors for small firms: evidence from hotel companies on an island

Stakeholders’ Influence on Environmental Sustainability in the Australian Hotel Industry

Outcomes of customer verbal aggression among hotel employees

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