Resource Based Competitive Strategies and Performance: The Impact of Managers’ Perceptions of Customer Value Heterogeneity and Competitive Forces.
Keywords:
competitive advantage, industry force factors, resource-based approachesAbstract
Many theoretical perspectives have been put to shape our understanding of how firms can compete and obtain a competitive advantage in a competitive environment, but not one particular theory has been acknowledged as the means of gaining this competitive advantage. This study aims to integrate three perspectives to build a theoretical model of the hotel competitive advantage to measure hotel performance based on customer value, industry force factors and resource-based approaches.
Downloads
References
Adner, R., & Zemsky, P. (2006). A demand based perspective on sustainable competitive advantage. Strategic Management Journal, 27(3), 215-239.
Bordean, O., Borza, A., Nistor, R., & Mitra, C.(2010) The Use of Michael Porter’s Generic Strategies in the Romanian Hotel Industry. International Journal of Trade, Economics and Finance, 1 (2), 173-178
Claver-Cortés, E., Molina-Azorín, J., & Pereira-Moliner, J. (2007). The impact of strategic behaviours on hotel performance. International Journal of Contemporary Hospitality Management, 19(1), 6-20.
Cockburn, I. Henderson, R., and Stern, S. (2000). “Untangling the Origins of Competitive Advantage”, Strategic Management Journal, Vol. 21, No 10/11.
Enz, C. (2009). Key issues of concern in the lodging industry: What worries managers. Cornell Hospitality Report, 9(4).
Grunert, K. (1988). Research in consumer behaviour: Beyond attitudes and decision-making. European Research: The Journal of the European Society for Opinion and Marketing Research, 16(3), 172-184.
Gulati, R., Nohria, N. and Zaheer, A. (2000), “Strategic networks”, Strategic Management Journal, Vol. 21 No. 3, pp. 203-15
Hibbets, A.R., Albright, T., & Funk, W. (2003). The competitive environment and strategy of target costing implementers: Evidence from the field. Journal of Managerial Issues, 15(1), 65-81.
Jensen, H. (2001). Antecedents and consequences of consumer value assessments: implications for marketing strategy and future research. Journal of Retailing and Consumer Services, 8(6), 299-310.
Kim, B.Y., & Oh, H. (2004). How do hotel firms obtain a competitive advantage? International Journal of Contemporary Hospitality Management, 16(1), 65-71.
Lenz, R.T. (1980). Environment, strategy, organization structure and performance: Patterns in one industry. Strategic Management Journal, 1(3), 209-226.
Luffman, G.A., Lea, E., Kenny, B. and Sanderson, S. (1996), Strategic Management: An Analytical Introduction, 3rd ed., Blackwell, Oxford.
Olsen, M.D. (1993). Accommodation: International growth strategies of major US hotel companies. Travel and Tourism Analyst, Economic Intelligence Unit, 3, 51-64.
Olsen, M.D., & Roper, A. (1998). Research in strategic management in the hospitality industry. Hospitality Management, 17(2), 111-124.
Phillips, P.A., Davies, F., & Moutinho, L. (2002). Assessing the impact of market-focused and price-based strategies on performance. Journal of Market-Focused Management, 5(3), 219-238.
Song, M., Calantone, R., & Di Benedetto, C. (2002). Competitive forces and strategic choice decisions: An experimental investigation in the United States and Japan. Strategic Management Journal, 23(10), 969-978.
Yang, H.O., & Fu, H.W. (2007). Creating and sustaining competitive advantages of hospitality industry. Journal of American Academy of Business, Cambridge, 12(1), 113-119.
Zhou, K., Brown, J., & Dev, C. (2009). Market orientation, competitive advantage, and performance: A demand-based perspective. Journal of business research, 62(11), 1063-1070.
Downloads
Published
How to Cite
Issue
Section
License
This work is licensed under a Creative Commons Attribution 4.0 International License.
Disclaimer
Global Business Management Review (GBMR) has taken all reasonable measures to ensure that material contained in this website is the original work of the author(s). However, the Journal gives no warranty and accepts no responsibility for the accuracy or the completeness of the material; no reliance should be made by any user on the material. The user should check with the authors for confirmation.
Articles published in the Global Business Management Review (GBMR) do not represent the views held by the editors and members of the editorial board. Authors are responsible for all aspects of their articles except the editorial screen design.
Submission of an article is done with the understanding that the article has not been published before (except in the form of an abstract or as part of a published lecture, or thesis) that it is not under consideration for publication somewhere else; that if and when the article is accepted for publication, the author's consent to automatic transfer of the copyright to the publisher.