Dergiler / Journal of Hospitality and Tourism Issues / 2021 / Cilt: 3 - Sayı: 2

Düzeltme: Hotel Managers’ Consciousness toward Competition and Its Strategies

Sayfa
197–214
Yayın Tarihi
2021-12-31
DOI
—
🏛️Bu makalenin bibliyografik verileri ve tam metin bağlantısı DergiPark üzerinden sağlanmıştır.
DergiPark Kaydı ↗
✨

Yapay Zeka Hızlı Bakış & Çıkarımlar

AI Insight
⚡ TL;DR(1 Cümlede Hızlı Çıkarım)

Journal of Hospitality and Tourism Issues, 2(2), 143-160". https://dergipark.org.tr/tr/pub/johti/issue/58847/780548

📌 3 Maddede Bu Makale

🎯
Amaç & Hipotez:The purpose of this study is to evaluate the competition perception of hotel managers within the framework of resource-based business capabilities.
📊
Temel Bulgular & Veri:A qualitative research method that allows in-depth examination of the competition understanding of hotel managers was applied between 01.10.2019 and 24.10.2019.
💡
Sonuç & Katkı:Journal of Hospitality and Tourism Issues, 2(2), 143-160". https://dergipark.org.tr/tr/pub/johti/issue/58847/780548
🔬Tür:Araştırma Makalesi
📍Kapsam:2019 Verileri
⚙️Değişkenler:Resource Based View · Organizational Capabilities · Competitive Strategies

Özet

The purpose of this study is to evaluate the competition perception of hotel managers within the framework of resource-based business capabilities. A qualitative research method that allows in-depth examination of the competition understanding of hotel managers was applied between 01.10.2019 and 24.10.2019. According to the results of the content analysis of the hotel managers' opinions about competition, the themes of “competitor's business structure and facilities”, “monitoring the external environment”, “industry experience of the manager”, “using statistical data”, “price reduction” and “service quality” were obtained. When the managers' perspectives on the relationship between distinctive abilities and competition were evaluated, it was seen that themes as “information technologies capability”, “customer relationship capability”, “hotel’s employment policy” and “employee turnover” rate were formed. When the content analysis conducted according to the innovative product and service understanding of the managers was evaluated, the use of online channels and different service concept themes were obtained. The national and international market themes were obtained according to the managers' evaluations on differentiation strategies. Differentiation strategy for international markets and cost-oriented differentiation strategy weren’t evaluated by most hotel managers. The findings from the study are expected to contribute to RBV-based competition studies for the hospitality industry.This article is a revised version of the article referenced "Dönbak, E. R. (2020). Hotel Managers' Consciousness toward Competition and Its Strategies. Journal of Hospitality and Tourism Issues, 2(2), 143-160". https://dergipark.org.tr/tr/pub/johti/issue/58847/780548

Abstract

The purpose of this study is to evaluate the competition perception of hotel managers within the framework of resource-based business capabilities. A qualitative research method that allows in-depth examination of the competition understanding of hotel managers was applied between 01.10.2019 and 24.10.2019. According to the results of the content analysis of the hotel managers' opinions about competition, the themes of “competitor's business structure and facilities”, “monitoring the external environment”, “industry experience of the manager”, “using statistical data”, “price reduction” and “service quality” were obtained. When the managers' perspectives on the relationship between distinctive abilities and competition were evaluated, it was seen that themes as “information technologies capability”, “customer relationship capability”, “hotel’s employment policy” and “employee turnover” rate were formed. When the content analysis conducted according to the innovative product and service understanding of the managers was evaluated, the use of online channels and different service concept themes were obtained. The national and international market themes were obtained according to the managers' evaluations on differentiation strategies. Differentiation strategy for international markets and cost-oriented differentiation strategy weren’t evaluated by most hotel managers. The findings from the study are expected to contribute to RBV-based competition studies for the hospitality industry.This article is a revised version of the article referenced "Dönbak, E. R. (2020). Hotel Managers' Consciousness toward Competition and Its Strategies. Journal of Hospitality and Tourism Issues, 2(2), 143-160". https://dergipark.org.tr/tr/pub/johti/issue/58847/780548

🔖

Bu Makaleye Atıf Yap

DÖNBAK, E. R. (2021). Düzeltme: Hotel Managers’ Consciousness toward Competition and Its Strategies. Journal of Hospitality and Tourism Issues, Cilt: 3 - Sayı: 2, 197–214. https://ajindex.com/articles/382545

📄 Tam Metin PDF Okuyucu

📄

PDF görüntüleyici hazırlanıyor...

Kaynakça (8)

  1. Acar, Z. (2010). The role of logistics capabilities on the strategy-performance relationship: A field research on SMEs. Atatürk University Journal of Economics and Administrative Sciences, 24, 1 – 21. Akan, O., Allen, R. S., Helms, M. M., & Spralls, SA. (2006). Critical tactics for implementing Porter's generic strategies. Journal of Business Strategy, 27, 43 – 53. Akyol, B., Tanrısevdi, F., Gidiş, Y., Dumlu, N. N. & Durdu, İ. (2020). Organizational culture at university: A sample of a State University, Faculty of Education Journal of Qualitative Research in Education, 8, 18-38.
  2. Allen, R., Helms, M. M., Jones, H., Takeda, M. B., & White, C.S. (2007). Porter's business strategies in Japan, Business Strategy Series, 9, 37-44.
  3. Allen, S. & Helms, M. M. (2006). Linking strategic practices and organizational performance to Porter's generic strategies. Business Process Management Journal, 12, 433 – 454. Amit, R. & Schoemaker, P. J. (1993). Strategic assets and organisational rent. Strategic Management Journal, 14(1), 33−46. Atak, M. & Atik, İ. (2007). The importance of continuing education in organizations and its effect on learning organization formation. Journal of Aeronautics and Space Technologies,3, 63-70.
  4. Backman, M., Klaesson, J., & Öner, Ö. (2017). Innovation in the hospitality industry: Firm or location? Tourism Economics, 23(8), 1591-1614
  5. Barney, J. B. (1995). Looking inside for competitive advantage. Academy of Management Perspectives, 9, 49-61.
  6. Barney, J.B. & Hesterly, W. S. (2006). Strategic management and competitive advantage, Harlow, UK: Pearson, Prentice-Hall. Bielinska-Kwapısz, A. (2014). Triggers of organizational change: Duration, previous changes and environment. Journal of Change Management, 14(3), 405 – 424. Božič, V., & Knežević Cvelbar, L. (2016). Resources and capabilities driving performance in the hotel industry. Tourism and Hospitality Management, 22(2), 225-246.
  7. Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches. Los Angeles, USA: Sage. Creswell, J. W. (2013). Qualitative inquiry & research design: Choosing among five approaches. Los Angeles, USA: Sage Dess, G.G. & Davis, P.S. (1984). Porter’s generic strategies as determinants of strategic group membership and performance, Academy of Management Journal, 26, 467 – 88. Flick, U. (2013). Mapping the field. In U. Flick (Ed.), The SAGE handbook of qualitative data analysis (pp. 3-18).
  8. Los Angeles, USA: Sage. González-Rodríguez, M. R., Jiménez