دانلود رایگان مقاله انگلیسی روش شناسی مولد منبع برای هتل ها - الزویر 2018

abstract

Hotel firms can enhance their performance by accessing external resources through their inter-personal and inter-organizationalties. However, neither has a repertory been compiled of relevant external resources in the sector, nor are appropriate diagnostic and analytical tools available to improve the way these resources may be used. The hotel resource generator is an instrument adapted from the field of sociology that is used here to measure access to those network resources. It is presented in this study as a tool to measure the external resources that condition the performance of hotel firms and is tested on a sample of hotels from Andalusia (Spain).

Conclusions

Our work has important theoretical implications. On the one hand, a fundamental group of implications are related with the development of the resource-based view in hospitality, and particularly with the incipient application of a strategic network-theory based focus to the hotel industry. On the other, based on the network resources concept (Lavie, 2008) and on a deeper understanding of the resource dimension of social capital (Batjargal, 2003), it has been possible to consider a repertory of relevant network resources in hospitality. This analysis complements and completes the previous conceptual baggage on key resources in hospitality (Casanueva et al., 2015). Finally, the development of the hotel resource generator gives us the opportunity to connect the endowment of social capital of the hotel manager with the performance of the hotel. Performance in the hotel industry is a complex concept and the hotel directors expressed different perceptions on the subject(Israeli, Barkan, & Fleishman, 2006; Sainaghi, 2010). However, the true value of social capital should be demonstrated by comparing it with performance (Sainaghi & Baggio, 2014).

Use of the hotel resource generator would also improve practice in the sector. In the first place,through the proposal of key resources in hospitality, a hotel firm can understand what resources it possesses, which of them it may obtain through its current relations and which it needs to acquire or create, because it cannot obtain them through those relations. It may be used as a simple check-list in small hotel firms and in individual hotels, to know which employees have access to external resources and what those resources actually are. In second place, it is also a good management tool for management. The social capital of the directors of hotel firms can be measured with this instrument. What is measured is of importance for the firm. Such measurements could prompt directors to make more effort and to motivate them to increase their individual social capital. It could also be used for the evaluation of candidates to occupy these sorts of posts.