Strategy Divergence and Performance Polarization in the Hotel Industry

IF 3.4 4区管理学 Q1 HOSPITALITY, LEISURE, SPORT & TOURISM

Cornell Hospitality Quarterly Pub Date : 2024-06-07 DOI:10.1177/19389655241244703

Changhee Kim, Jaeho Shin, Hongsuk Yang, Dohyung Bang, Rohit Verma

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Abstract

The emergence of home-sharing services and technological advancements has transformed the lodging market, prompting strategic divergence for distinct brand positioning. Previous hospitality research primarily explored linear relationships between hotel brand strategy and performance, leaving a gap regarding the impact of brand strategy divergence on performance heterogeneity. In this respect, this study examined how hotel brands’ strategic divergence influences performance heterogeneity. By employing the bootstrap two-stage data envelopment analysis with customer satisfaction as an intermediate factor, this study computed service productivity and service effectiveness as performance measures. The results indicate significant differences in service productivity and effectiveness patterns based on brand strategy—upper-scale, lower-scale, or extended-stay-type positioning. Hotels cluster into “revenue-oriented” and “efficient provider” groups, revealing distinct performance polarization. Importantly, this polarization does not imply the inherent superiority of a specific strategy; rather, the findings suggest hotels may optimize performance structure based on their chosen strategy.

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酒店业的战略分歧和业绩两极分化

家庭共享服务的出现和技术进步改变了住宿市场，促使不同品牌定位的战略出现分歧。以往的酒店业研究主要探讨酒店品牌战略与绩效之间的线性关系，在品牌战略差异对绩效异质性的影响方面存在空白。为此，本研究探讨了酒店品牌战略差异如何影响绩效异质性。本研究采用自举两阶段数据包络分析法，以顾客满意度为中间因子，计算了服务生产率和服务有效性作为绩效衡量指标。结果表明，基于品牌战略--较高规模、较低规模或延期住宿型定位--的服务生产率和有效性模式存在明显差异。酒店分为 "收入导向型 "和 "高效提供型 "两组，显示出明显的绩效两极分化。重要的是，这种两极分化并不意味着某种特定战略具有固有的优越性；相反，研究结果表明，酒店可以根据其选择的战略优化绩效结构。

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来源期刊

Cornell Hospitality Quarterly Multiple-

CiteScore

8.50

自引率

2.90%

发文量

期刊介绍： Cornell Hospitality Quarterly (CQ) publishes research in all business disciplines that contribute to management practice in the hospitality and tourism industries. Like the hospitality industry itself, the editorial content of CQ is broad, including topics in strategic management, consumer behavior, marketing, financial management, real-estate, accounting, operations management, planning and design, human resources management, applied economics, information technology, international development, communications, travel and tourism, and more general management. The audience is academics, hospitality managers, developers, consultants, investors, and students.