La intensidad de la externalización hotelera y sus beneficios y riesgos percibidos

Este trabajo se centra en identificar el papel de la estrategia de externalización en los hoteles. Para ello, se analiza los niveles de externalización actual y deseada. El artículo intenta determinar qué ventajas así como los riesgos que perciben los directivos de esta estrategia. Por otra parte se analiza la relación entre el tamaño, categoría y tipo de hotel con la externalización. Los resultados indican que el nivel de externalización es bastante usado. Por otra parte, los beneficios que perciben los directivos son más tácticos que estratégicos. Existe una relación entre la externalización y el tamaño del hotel

Do relational norms matter in hotel outsourcing relationships? Lesson learned from hotel sectors

The study examines relational norms in outsourcing relationships. The study analyzes some factors that determine the use of relational norms, such as outsourcing benefits and the competitive strategy (cost leadership and differentiation). In addition, it analyzes the influence of the use of relational norms on the outsourcing success. Based on a sample of 127 outsourcing relationships in two tourist destinations, a PLS structural model was used to test the hypotheses. The findings show that the outsourcing benefits and competitive strategy determine the use of relational norms. They also show that there is a positive relationship between relational norms and outsourcing success. Some differences were found between the two destinations analyzed

Do relational norms matter in hotel outsourcing relationships? Lesson learned from hotel sectors

The study examines relational norms in outsourcing relationships. The study analyzes some factors that determine the use of relational norms, such as outsourcing benefits and the competitive strategy (cost leadership and differentiation). In addition, it analyzes the influence of the use of relational norms on the outsourcing success. Based on a sample of 127 outsourcing relationships in two tourist destinations, a PLS structural model was used to test the hypotheses. The findings show that the outsourcing benefits and competitive strategy determine the use of relational norms. They also show that there is a positive relationship between relational norms and outsourcing success. Some differences were found between the two destinations analyzed

Research on Outsourcing by Hotel Firms: Current State and Future Directions

This article aims to analyse the current state of hotel outsourcing research and where it should go in the future. Research on outsourcing is increasingly present in the hospitality literature. This paper reviews published works on hotel outsourcing. However, the research still seems to be limited to traditional topics and aspects, and it is necessary to define a new concept of outsourcing that reflects the new trends in tourism company management. Outsourcing has to be more sustainable and, therefore, contribute to the sustainable performance of the hotel, and it has to be related to other current topics in the hospitality literature. This reflection builds on the research conducted to date and proposes topics for current and future research. The paper proposes where outsourcing research should be heading, based on current research. The outsourcing of the future should be sustainable, consider its impact on the quality of service for end customers, facilitate the development of Industry 4.0, support innovation, and contribute to making the hotel more resilient. This paper on the direction hotel outsourcing research should take is the first critical examination of outsourcing, and it incorporates novel factors related to the new environmental managemen

The Relationship Between Strategic Orientation Dimensions and Hotel Outsourcing and Its Impact on Organizational Performance. An Application in a Tourism Destination

The study analyzes whether the strategic orientation of the firm, measured in six dimensions, influences the level of outsourcing. It also analyzes whether outsourcing has an impact on organizational performance from financial and non-financial perspectives. To do so, an important European tourist destination is analyzed. The findings suggest that the majority of the strategic dimensions influence the hotel’s level of outsourcing. The defensiveness and proactive dimensions are positively related to the level of outsourcing, whereas the competitive analysis and competitive aggressiveness dimensions influence it negatively. In addition, the riskiness dimension has a positive influence, whereas the dimension related to futurity does not influence the level of outsourcing. A positive and significant relationship is found between outsourcing and financial performance, whereas for non-financial performance, the relationship is not significant

Determining the Sustainability Factors and Performance of a Tourism Destination from the Stakeholders’ Perspective

The competitiveness of a tourism destination depends on the sustainability of its economic and environmental resources. The aim of this paper is to determine the key factors in achieving the sustainability of a tourism destination in relation to the performance obtained. A methodology based on the opinions of stakeholders is developed to determine the sustainability factors and performance in the tourism destination of Gran Canaria. The variables used in the study are related to the environmental resources, the principal agents in the tourism supply chain, the governance of the destination, and the complementary characteristics that improve the competitiveness of the tourism destination, as well as the dimensions that determine security. Performance is measured by stakeholders from two perspectives, the destination and the customers, in order to establish the main variables that will influence the destination’s sustainability. The key sustainability factors were identified, and a regression analysis determined that there was a positive influence on long-term performance. The results showed that the key factors that have a direct and significant relationship with performance are the key resources and supply chain, security, alternative leisure, and governance

Tourism Destination Management

This book collected studies focused on the management of tourist destinations. Destinations are complex and adaptive systems, where the different elements that make them up have to be oriented towards achieving a common objective that improves the competitiveness of the destination. Five main lines of research on tourist destinations can be established: 1) the management, planning, and marketing of destinations, with special attention to the tourism supply chain, communication, and integral management; 2) the sustainability of resources and capabilities; 3) the renewal of destinations in order to update their offer and main resources to maintain competitiveness; 4) online reputation and communication through social media in order to create and enhance a strong brand image and customer loyalty; and 5) the application of new technologies in order to develop smart destinations. The book is made up of five research studies that focus on analyzing the transition towards a more circular tourist activity in hotels, image as a competitive factor of destinations, the value of cultural creativity, the coherence of online reputation, and the relationship between hotel prices and online reputation in different tourist destinations

The Impact of the Organizational Culture on Hotel Outsourcing and Sustainable Performance an Empirical Application in the Egyptian Hotel Sector

In recent years, the concept of an organizational culture in hotels has held an important position on both a theoretical and practical level because this culture significantly affects organizational performance and the strategies adopted by hotels. Therefore, it is considered one of the key factors in determining hotels’ tendency towards outsourcing and sustainable performance. In this study, we aim to analyze the impact of the organizational culture on the level of outsourcing and sustainable performance. To do so, we will use the Competing Values Framework (CVF), which divides organizational culture into four typologies: hierarchical, group, rational, and development cultures. A personal questionnaire was administered to the directors or managers of 114 hotels located in two Egyptian cities: Hurgada and Sharm El Sheikh. The results of the structural model suggest the negative impact of the hierarchical and development cultures on the level of outsourcing. The results show a positive influence of the four types of organizational culture on sustainable performance, suggesting that these hotels have a strong interest in sustainability and the environment. The findings reveal a negative relationship between the level of outsourcing and sustainable performance. Finally, this study presents academic and practical implications, as well as recommendations for future research