Hotel configurations based on competitive priorities and their relationship to size, category and organizational performance
DOI:
https://doi.org/10.25145/j.pasos.2017.15.013Keywords:
competitive priorities, hotel, organizational resultAbstract
There are several papers in the operations management literature that analyze a taxonomy or configuration of different operations strategies in the industry. However, in the tourism sector and in particular in the hotel sector, there are no papers that define a taxonomy of operations strategies based on the emphasis of competitive priorities (cost, quality, service, flexibility and environment). Therefore, this paper attempts to define a taxonomy of the different operations strategies in the hotel sector. Once the different configurations have been identified, it is established whether there are significant differences between the hotel groups with respect to organisational performance, considered from its dual perspective: financial and non-financial. On the other hand, an analysis is made of whether the hotel category can determine the type of hotel configuration. A representative sample of hotels in one of Spain's main tourist destinations is analysed. The results indicate that there are three differentiated groups of hotels according to competitive priorities. A first group emphasizing competitive priorities related to cost and flexibility, a second group emphasizing all competitive priorities and a third group emphasizing operational objectives related to quality and service. It is also shown that the organizational outcome is different for some hotel groups defined by competitive priorities. Finally, it is shown that the contextual variables are related to the hotel groups. Thus category and size are related to the competitive priorities emphasized.
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