Service quality strategy implementation : a model and the case of the Algarve hotel industry

This is the third of a series of papers addressing the problem of service quality strategy implementation. The first paper focuses on service quality as a function of quality gaps and proposes a comprehensive model that amplifies the areas where to look for service quality gaps (Cândido & Morris, 2000). The second paper focuses on strategy implementation and proposes three interrelated models: a static model of the organisation; a dynamic model of the strategy process; and a mixed model, which integrates static and dynamic models (Cândido & Morris, 2001). Taken together, the four models can help to implement a service quality strategy that simultaneously avoids quality gaps and resistance to change. Now, this paper undertakes a tentative validation of the models. Sample data has been collected through two complementary questionnaires, both implemented in the population of four and five star hotels of the Algarve (FFSHA). Data analysis involves descriptive statistics and statistical tests. In general, the descriptives and the statistical tests do not provide evidence against the models thus supporting their validity. Descriptives have also raised concerns about some possible inconsistent management practices during the implementation of a quality strategy. The paper concludes with insights to managers interested in implementing such a strategy

Responsibility caps from strategy to operations in leadership and management : conceptual model

Major scale strategy transitions seems to fail in most cases. Former researches shows that there has been large amounts of efforts to develop and study strategy formulation, but strategy implementation has been left with minor interest. This article focuses to strategy implementation from obstacles perspective. Article binds obstacles, actions and phases in strategy implementation to one holistic concept and provides ground for future research. Approach is integrating leadership, management and time management matters to change management in strategy implementation. Article highlights the responsibilities of top and middle management