The impact of entry modes on the organisational design of international hotel chains

Brookes, Maureen; Roper, Angela

doi:10.1080/02642060802626857

Cited by 22 publications

(13 citation statements)

References 36 publications

(30 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Many researchers have suggested that entry modes may be differentiated according to the level of control (Anderson and Gatignon 1986;Hill et al 1990), as this is a key consideration within international strategies (Brookes and Roper 2011). Control is defined as the ability of the firm to influence the various management systems of the organization in order to improve its competitive position and maximize returns on firm-specific assets (Agarwal and Ramaswami 1992).…”

Section: Entry Modesmentioning

confidence: 99%

The internationalization of soft-services: entry modes and main determinants in the Spanish hotel industry

2011

View full text Add to dashboard Cite

This article addresses the internationalization of soft-services. These types of services require major local presence than other industries as production and consumption occur simultaneously. In particular, the study attempts to analyze those factors that might influence the entry mode choice and reflect the specific nature of the hotel industry, which shows an important increase of their operations overseas in recent years. Based on a sample composed of more than 1,200 entry operations in the Spanish hotel industry, our results suggest that determinant factors of entry mode choice in manufacturing firms cannot be directly transferred to the internationalization of soft-services firms. Some variables which were generally analyzed as determinant factors of control decisions in the manufacturing sector are not significant or present different results in the hotel industry. Moreover, this study enhances knowledge on internationalization based on countries other than the most developed.

show abstract

Section: Entry Modesmentioning

confidence: 99%

The internationalization of soft-services: entry modes and main determinants in the Spanish hotel industry

2011

View full text Add to dashboard Cite

show abstract

“…Many researchers have suggested that entry modes may be differentiated according to level of control (Aliouche and Schlentrich, 2011; Haro et al, 2014; Pla-Barber et al, 2010), as this is a key consideration within international strategies (Brookes and Roper, 2011). Control is defined as the firm’s ability to influence the various management systems of the organization in order to improve its competitive position and maximize returns on firm-specific assets (Agarwal and Ramaswami, 1992).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…An important aspect to bear in mind when a firm internationalizes is the way it enters the foreign markets and it wishes to serve (Brookes and Roper, 2011; Haro et al, 2014; Pillmayer and Scherle, 2014; Pla-Barber et al, 2010, 2011). The range of possibilities is wide and varied, and various formulas are available depending on which parameters the firm considers to be most important.…”

Section: Introductionmentioning

confidence: 99%

Determining factors in the internationalization of hotel industry

Berbel‐Pineda

Palacios‐Florencio

2016

Tourism Economics

View full text Add to dashboard Cite

Choosing the best way of operating in foreign markets is one of the most important decisions in business internationalization. The main aim of this study is to ascertain whether the choice of entry mode, made according to the impact of various factors, leads to improved export performance. Certain factors influence export performance in different ways, some of which are firm-related, while others lie beyond the firm’s control. It is, therefore, important to know what these factors are and what impact they have in order to be able to choose the optimal foreign market entry mode, as this decision will have a direct effect on performance.

show abstract

“…Because it is unique and difficult to transfer, tacit knowledge is more intangible and thus an important source of competitive advantage. Tacit knowledge is linked to context and because it is location dependent, independently operated new entrants may be better able to adapt to local needs and build more organic and less rigid operating structures than franchised new entrants (Levinthal and March 1993;Brookes and Roper 2010). Combining the flexibility of open external knowledge sourcing with the difficulty of imitation of tacit knowledge, entry to new markets as an independent entrepreneur may yield higher post-entry performance than lock-in with a brand affiliation.…”

Section: Tacit Knowledge Open Innovation and The Independent Entreprmentioning

confidence: 99%

The relationship between new venture entry mode and firm performance

2011

View full text Add to dashboard Cite

Grounded in the knowledge-based view of the firm, this paper compares the performance outcomes from different modes of new venture entry. Data from new hotels entering the United Kingdom between 2006-2010 was used to explore how entry mode (i.e., franchised or independent) impacts post-entry firm performance. Controlling for market demand and market segments, this study found that affiliation with a franchise made it easier for new owners to ramp up revenues in the first six months if the service had a high level of operational complexity (e.g., full-service hotels). After this initial benefit period no significant performance benefit accrued to branded frill-service hotels. In contrast, hotels that offered less complex services obtained higher levels of performance when relying on independent status vs. brand affiliation between six and twenty-four months after entry. Implications of the results are offered in the context of determining the value of explicit versus tacit knowledge obtained from external sources versus going it alone as an entrepreneur.

show abstract

The impact of entry modes on the organisational design of international hotel chains

Cited by 22 publications

References 36 publications

The internationalization of soft-services: entry modes and main determinants in the Spanish hotel industry

The internationalization of soft-services: entry modes and main determinants in the Spanish hotel industry

Determining factors in the internationalization of hotel industry

The relationship between new venture entry mode and firm performance

Contact Info

Product

Resources

About