Performance improvement is at the heart of all strategic management. Thus, the principal objectives of this study were to develop an industry-specific instrument to measure lodging strategy, identify a set of strategic dimensions underlying such strategy, and relate performance differences among lodging units to varying strategic dimensions emphasized by such units. The study adopted the individual hotel as the unit of analysis, and realized strategy was measured as opposed to the intended. Five hundred and seventy nine hotels, which are part of the franchise systems of two industry-leading chains contributed information for this research. Following a comparative approach to the measurement of the strategy construct, this study developed a lOS-item lodging industry-specific strategy measurement scale, capturing a comprehensive set of strategic characteristics from the business strategy (porter, 1980) and service management (Gronroos, 1990; Zeithaml, Parasuraman, and Berry, 1990) literatures. Through factor analysis, a parsimonious set of seven strategic dimensions, Service Quality Leadership, Technological Leadership, Push, Cost Control, Pull, Group Channels, and Cross-Training, underlying this lOS-item scale was delineated. Using Yield Per Room, Market Share Index, and Return on Sales as the performance measures, the study indicated that strategies followed by high and low performing hotels were different. The empirical evidence showed that, in general, the Push, Service Quality Leadership, and Technological Leadership strategic dimensions tended to be associated with high performance. The evidence also indicated that strategies emphasized by high and low performing hotels differed by the four control variables studied: Location, (Service) Segment, (Ownership-Management) Affiliation, and Size. Additionally, similar differences were also obtained when the hotels studied were classified by the performance measure most used by them to evaluate themselves, and the age of the properties. Preliminary indications were also obtained to confirm the existence of a strategic time lag effect. The results from this study should be valuable not only for extending hospitality strategy research, but also for their normative implications. / Ph. D.

The main purposes of this study were to investigate the causality, congruence, and relationships among the constructs in the strategic management process. Perceived environmental certainty, organizational structure, types of strategy, types of strategy implementation, and satisfaction level with performance were selected as relevant constructs for this study. A total of 184 responses to a survey given to top management in the hospitality industry, including restaurant and lodging firms, were analyzed. The various relationships among the constructs were hypothesized and tested by utilizing exploratory factor, confirmatory factor, and structural equation modeling analyses. The exploratory factor analysis revealed several dimensions of both strategy and strategy implementation constructs. The reliabilities, validities, and model fits of each construct and of all constructs together were assessed by utilizing confirmatory factor analysis. Finally, the various structural relationships among the constructs were tested by structural equation modeling. Results revealed the existence of causality in the model. Results also indicated a positive relationship between perceived environmental certainty and the defender type of strategy. A negative effect of the defender type of strategy and a positive effect of the prospector type of strategy on organic organizational structure were revealed. Perceived environmental certainty had a positive effect on the collaborator type of strategy implementation. An organic organizational structure had a positive effect on the commander type of strategy implementation. A positive effect of the defender type of strategy on the commander type of strategy implementation, and the positive effect of the prospector type of strategy on the collaborator type of strategy implementation were identified. There were positive effects of the prospector type of strategy and the collaborator type of strategy implementation on the satisfaction level with performance. Finally, a positive effect of the congruence between the prospector type of strategy and the collaborator type of strategy implementation on the satisfaction level with performance was revealed. Several hypothesized relationships were not supported: a negative effect of perceived environmental certainty on the prospector type of strategy, a negative effect of perceived environmental certainty on organic organizational structure, a positive effect of perceived environmental certainty on the commander type of strategy implementation, a positive effect of an organic organizational structure on the collaborator type of strategy implementation, a positive effect of the defender type of strategy on the satisfaction level with performance, and a positive effect of the commander type of strategy implementation on the satisfaction level with performance. The results of statistical analysis implied that top management in the hospitality industry did not perceive the environment as an important factor contributing to a firm's performance. In addition, top management was reluctant to change organizational structure. Also, many firms in the industry still practice a defensive strategy and strategy implementation with the traditional pyramid type of organizational structure, which does not contribute positively to a satisfaction level with performance. Finally, the prospector type of strategy and the collaborator type of strategy implementation were important contributors to the satisfaction level with performance. In spite of some limitations, including the problems associated with generalizability, the advantages that could have been gained by a longitudinal study, the lack of some relevant variables, and subjective nature of the data, the findings of this study contribute to a better understanding of the strategic management process in the hospitality industry by revealing various relationships among the constructs in the strategic management process. / Ph. D.

Applying the theoretical perspective of organisational identification (OI), in this thesis I explore how rising individualistic cultural values (ICVs) of employees affect their work performance in service industry of South China. I consider leader-member exchange (LMX) and its moderating effect on the association between rising ICVs and OI of employees, which may affect their performance. The hypotheses are tested using data collected from a large Hong Kong owned organisation in the hospitality industry in South China. The data show that ICV has a negative relationship with OI, which in turn can cause poorer employee performance of young generation workforce. The data also show that a relationship approach such as LMX can moderate the negative association between ICV and OI. From the empirical findings, there are practical implications for people management in South China business operations.

Employee turnover is detrimental to organizational performance and profitability, leading to loss of diverse financial and intellectual resources and assets. Grounded in the motivation-hygiene theory, the purpose of this correlational study was to examine the relationship between employee turnover intention and job satisfaction, employee compensation, employee engagement, employee motivation, and work environment. The population consisted of low- to mid-level hospitality employees residing in Western Georgia, Central Mississippi, and North Central Texas, over the age of 18, and employed in the hospitality industry. A convenience sample of 156 participants completed the Compensation Scale, Job Satisfaction Scale, Utrecht Work Employee Engagement Scale, Work Extrinsic and Intrinsic Motivation Scale, Work Environment Scale, and Turnover Intention Scale via an online survey. Multiple linear regression analyses and Pearson-product correlation coefficients were used to predict employee turnover. The 5 predictors accounted for approximately 36% of the variance in turnover intention and the result was statistically significant, (R-² =.36, F (5, 105) = 11.57, p < .001). The correlation between motivation and turnover intention was not significant. The findings may contribute to positive social change by increasing the potential to provide hospitality leaders with a foundation for future research on job satisfaction, employee compensation, employee engagement, employee motivation, work environment, and turnover intentions. These improvements may lead to the formulation of strategies and policies of business practices to reduce turnover intentions.

Tourism and hospitality play a crucial role in the growth of the Thai economy and hoteliers need to consider how to retain their talented employees. The major output of tourism and hospitality is service and this is most critically driven by the human capital of the organisation and supported by human resource practices. This study examined workforce expectations and experiences of work relationships, job security, WLB, pay and remuneration, PM systems, career promotion, training and development and challenging job roles in luxury five-star hotels in Thailand. It employs a multi-method research design using a pragmatic lens, mixed methods and sequential explanatory design through a survey of 578 respondents, followed by 62 semi-structured interviews, the study shows that national chain hotels are more willing and better able to adapt their HR practices initiatives to local conditions when compared to local and international chain hotels. Thai hotel employees emphasise harmonious social relations and a physical closeness to be taken care of by their supervisors and management team like family members. They are increasingly aware of the need for bundles of HR practices and managers therefore need to understand their workforce and the need to incorporate more flexibility in their working practices as part of a brandconsistent system. Finally, managers need to consider the relational psychological contract of the workforce and understand workforce commitment and how this relates to the broader strategy of the organisation.

Background: Given the impact of job satisfaction on service quality and the value, job satisfaction holds significant importance in the hospitality industry. Understanding the drivers and hinders of job satisfaction is vital in an industry influenced by globalization and market competition. Job satisfaction is a widely debated and important topic in the hospitality sector, particularly in the hotel industry. Job satisfaction has a positive effect on the turnover of the company, employees’ fulfillment, and overall quality of goods and services. However, there is still not a clear statement which are the exact factors influencing the job satisfaction in the hospitality industry. Purpose: The focus of this paper is to determine how certain components impact the job satisfaction, specifically within the Bulgarian hospitality industry. By answering the research question, the study intends to contribute to the understanding of job satisfaction itself and how it affects employees’ performance in the hospitality and service industry. The findings will also provide a foundation for future research in this field, advancing knowledge on the influence of the drivers and hinders for job satisfaction. Method: This research paper has taken a qualitative, abductive approach. This approach fits the study as new concepts and ideas can occur by exploring various theories. Interviews were executed with employees, holding different positions in luxurious hotels in Bulgaria. The aim of the qualitative research is to attain a more profound comprehension regarding the topic based on personal experience of each respondent. Conclusion: Based on the findings of this paper, it can be concluded that the drivers indeed have a significant influence on employees' performance, which results with an increase on job satisfaction.  On the other hand, it can be stated that the hinders effect job satisfaction less compared to the drivers. Furthermore, the section indicates additional research that could have been done to determine the relationship between all the factors.

Florida bed and breakfasts (B&Bs) were surveyed for the purpose of discovering the attitudes, beliefs, and actual behaviors of B&B owners and operators that contribute to an operation’s success. This study had several objectives: 1) to provide an analysis of attitudes and beliefs perceived to be necessary for success and the actual behaviors exhibited by operators based upon their self-definition of success, 2) to collect demographic information from various bed and breakfasts in Florida, and 3) to expand the limited amount of research that has addressed issues in the bed and breakfast industry. Between July 2009 and August 2009, data was collected by using a mailed survey. After collecting and compiling all of the information, Pearson’s correlation was used to determine if any correlations existed between owners and operator’s attitudes and beliefs and actual behaviors. Furthermore, the total sample was separated into a “successful” group and an “other” group in order to discover disparities between each group’s attitudes/beliefs and behaviors. This study was modeled after Bed and Breakfasts in Virginia: Identification of Success Factors (Kaufman, 1994), and had many correlations that were similar to Virginia’s bed and breakfast industry. In addition to the similar correlations found in the previous study, this study found several more attitudes, beliefs, and behaviors that have deemed necessary for success by Florida’s bed and breakfast industry leaders. The study concluded that several attitudes, beliefs, and behaviors were necessary for success: bed and breakfast owners and operators must understand the B&B industry, have had past work experience in the hospitality industry, understand the basic functions of running a business, and maintain a positive relationship with employees and guests.

In spite of the prevalence and strategic importance of diversification for US hospitality firms, research on the effects of diversification has been insufficient in the hospitality literature. Especially, examination of the moderating effect of product or brand diversification on the relationship between geographic diversification and performance of US hospitality firms has been lacking in the hospitality field thus far. This study aims to investigate the effect of each diversification strategy on firm performance for US casino, restaurant, and lodging industries. Further, to investigate effects of diversification comprehensively by incorporating interactions between different diversification strategies, this study attempts to examine the moderating effect of product diversification on the relationship between geographic diversification and performance of US casino firms, and the moderating effect of brand diversification on the relationship between geographic diversification and performance of US restaurant and lodging firms. To accomplish study purposes, this study employs fixed effects and fixed effects instrumental variable regressions analyses, which strictly address the endogeneity problem, thereby enhancing causality between diversification and firm performance. The sample of this study consists of 336 observations of 43 casino firms, 176 observations of 36 lodging firms, and 952 observations of 132 restaurant firms over the period 1993-2010. The study's results indicate a positive and significant effect of geographic diversification on firm performance in the US casino and lodging industry, but an insignificant effect of geographic diversification in the US restaurant industry. For the effect of product and brand diversification, the study's analyses show no significant effect of product diversification on firm performance in the US casino industry, a negative and significant effect of brand diversification in the US restaurant industry, and an insignificant effect of brand diversification in the US lodging industry. Regarding moderating effects, while this study finds an insignificant moderating effect of product diversification on the relationship between geographic diversification and firm performance in the US casino industry, the analyses show a negative and significant moderating effect of brand diversification in the US restaurant industry and a positive and significant moderating effect of brand diversification in the US lodging industry. Findings of this study recommend more prudent decision-making for diversification strategies for US casino firms, brand concentration strategies for US restaurant firms, and acceleration of both geographic and brand diversification for US lodging industry. This study fills a research gap in the hospitality literature by exhaustively examining the effect of diversification strategies on firm performance in the hospitality field by providing evidence for the moderating effects of product and brand diversification on the geographic diversification-firm performance relationship in three US hospitality industries. Further, this study enriches the whole body of diversification theory and literature by providing context-specific empirical findings for diversification's effects and investing the moderating role of brand diversification in the diversification strategy context. / Tourism and Sport

The phenomenon of acquisitions has attracted research interest in the finance literature partly because of its impact on the u.s economy during the decade of the eighties. Whereas an impressive body of knowledge has been accumulated on this subject thus far, the hospitality literature has no empirical studies that seek to explain the nature of this phenomenon in the hospitality industry. Of particular interest in this study was the impact of acquisitions on the shareholder wealth of target hotel and restaurant shareholders. Therefore, there were three purposes in this study: 1) to determine whether stockholders of target hotel and restaurant companies involved in acquisitions earned significant additional wealth, 2) to determine whether there is a difference in the average size of additional wealth created in acquisitions involving hospitality companies versus those involving non-hospitality companies, and 3) to determine whether there is a difference in the average size of additional shareholder wealth accruing to hotel versus restaurant shareholders. The sample consisted of 39 restaurant and 18 hotel target companies acquired between 1980 and 1990. The datasource was the University of Chicago's Center for Research in Securities Prices (CRSP) database. The market model was used to predict stock returns for the target companies thirty days before and after the announcement of the acquisition. The difference between the predicted returns and actual returns for each trading day during this period constituted the abnormal return. The average abnormal returns for all the companies per trading day were cumulated and their significance determined. The results showed that the size of the additional shareholder wealth created when the restaurant companies were acquired was 8.86%, hotels was 29.86%, while the combined sample was 15.47%. These results provided evidence that hotel and restaurant shareholders earn significant abnormal returns during an acquisition, and that there is a significant difference in the size of additional shareholder wealth accruing to hospitality companies versus non-hospitality ones. Furthermore, there was a difference in the average size of abnormal returns earned by hotel shareholders versus restaurant shareholders. / Ph. D.

The primary objective of this study was to utilize an exploratory research methodology to determine relationships among the antecedent factors and entry mode choices of multinational lodging firms. A basic framework was developed based on the review of the literature of multinational strategy, international business theories and concepts and hospitality management strategy. A qualitative research approach, specifically a multiple-case study method was used. The data was collected through interviews and secondary resources of five multinational lodging companies, analyzed through summary tables and matrices. The findings from the research included sixteen propositions that explain the relationships among the antecedent factors and entry mode choices in the multinational lodging operations. A framework was developed to illustrate the antecedent factors which may support the entry mode choices of the multinational lodging companies. Factors in the framework include those from the external environment: taxation and repatriation in the political dimension, infrastructure and tourism related factors in the economic dimension, adaptation to local needs and expectations in the socio-cultural dimension, investment and sharing technology in the technological dimension and awareness of the natural environment in the ecological dimension. Antecedent factors in the internal environment include: local and regional competitors, international and local customers, gateway and commercial centers of property locations, the strengths and weaknesses in tangible and intangible assets and partner selection criteria. These factors were found to have an important influence on the entry mode choices of the five participating multinational lodging companies. / Ph. D.