The internet is a vast and ever-changing medium, and with that comes much discussion of its users and their capabilities to adopt and use the internet. This study aims to advance the digital native vs. digital immigrant discussion and present a theoretically-driven understanding of the adoption process by evaluating individuals on their internet usage behaviors over that of mere demographics. This study found that by looking at users' breadth of use, ease of use and internet self-efficacy, online participation in various forms is more accurately predicted. Through the Diffusion of Innovation Theory and the Social Cognitive Theory researchers can better understand this process as it relates to changing digital media and thus harness tools that will enable users to adopt more quickly. / text

This thesis aimed to investigate the impact of firm- and industry-specific factors on the decision to adopt Internet technologies among SMEs in New Zealand's retail and tourism industries. A mail survey was sent to 500 retail SMEs and 1,000 tourism SMEs, with response rates of 26.4 percent and 33.4 percent respectively. The results indicated that, in a comparison of perceived benefits, organizational readiness and external pressure, the most important factor in determining the adoption decision was the perceived benefits. Overall, the level of Internet support, business size, international business, and years on the Internet were the most important structural factors in determining Internet technology adoption. When comparing retail and tourism SMEs, the level of Internet support within a firm, business size, and years on the Internet were more important factors for the tourism SMEs than for their retail counterparts. On the other hand, business type and international business were more important factors for retail SMEs than they were for tourism firms. The research also found that tourism SMEs experienced greater pressure from the external environment to adopt Internet technologies than did retail firms.

The hospitality industry has experienced significant changes in its competitive environment over the past 30 years, driven by the growth of alternative accommodations, the widespread use of the internet for searching and booking accommodations, and the adoption of asset-light business models. In this new competitive landscape, hospitality firms struggle to gain a competitive advantage, particularly as they lack rare and inimitable resources, which are considered crucial for achieving competitive advantage according to resource-based view literature. This dissertation explores three sets of strategies that enable hotel firms to attain a competitive edge despite their resources being non-rare and easily imitated by competitors. The first essay examines the potential for hotel firms to benefit from competitors' resources by co-locating with them. Although this strategy has been widely studied in organizational research, recent developments in the competitive market, such as internet adoption and the growth of short-term leases, have not been considered. Evidence suggests that internet adoption decreases the likelihood of low-level hotels entering markets with high-level hotels and negatively moderates the positive effect of branded hotels on independent hotels' performance, as well as nullifying the effect of low-level hotels on high-level hotels' performance. Additionally, short-term leases impact hotels' decisions and performance, as hotels tend to avoid co-locating with short-term leases with similar price points, and short-term leases can appropriate positive agglomeration externalities created by high-level hotels. The second essay investigates whether hotels can outperform competitors by gaining an advantage in resource appropriation through entering the market with a dual-branded hotel. Results indicate that a competitive advantage is achieved when at least one brand in the composition possesses better resources than competitors. Lastly, the third essay concentrates on the potential for hotels to leverage tacit knowledge transmission to increase the difficulty for competitors to imitate them. Findings reveal that the closer a hotel or short-term lease is to the nearest accommodation managed by the same hotel management company or host, the higher the chances of achieving a competitive advantage. Moreover, short-term leases can base their competitive advantage on idiosyncratic knowledge transferred from the platform, and they can compete in size with incumbent hotels if they have a high concentration of ownership in the market. / Doctor of Philosophy / The lodging industry has undergone numerous changes in the past 30 years, with the widespread adoption of the internet, the growth of the short-term lease market, and the implementation of asset-light strategies significantly impacting how hotels compete locally. This dissertation examines various market-entry strategies that can enable hotel firms to achieve a competitive advantage in local markets. The first essay explores the advantages of co-locating with competitors. Results indicate that previously identified benefits, such as reduced search costs for customers leading to higher performance for clustered competitors, have been diminished or nullified by the extensive use of the internet for searching and booking hotels. Independent hotels may still gain agglomeration advantages by co-locating with branded hotels, but the benefits are substantially reduced due to internet usage. Furthermore, the presence of different levels of short-term leases in the market affects hotels' entry patterns, which tend to diverge from short-term leases. Additionally, low-level short-term leases tend to capture agglomeration benefits created by high-level hotels, resulting in decreased performance for low-level hotels. The second essay investigates the optimal strategy for entering the market with a dual-branded hotel. Results show that, overall, adopting a vertically diversified strategy (i.e., where one of the two brands in the composition is of a higher class compared to the other) is preferable, with the higher class above the market's average class and the lower class below it. Conversely, the least effective strategy is to adopt a vertically diversified approach where both brands are below the market's average class. The third essay examines knowledge sharing among hotels and short-term leases managed by the same hotel management company or short-term lease host. Findings suggest that accommodations should be located near other properties managed by the same entity to facilitate operating knowledge transmission through face-to-face interactions, coordination among units, and the easy transfer of key personnel. Additionally, the study found that hotels should carefully consider entering a market with a high concentration of short-term lease ownership, as a higher concentration of short-term leases owned by the same host leads to lower hotels' RevPAR in the market.