Resources and competitive strategies to improve the performance of diving tourism business in Indonesia

Purpose: This research provides solutions to improve the performance of the diving tourism business in Indonesia by increasing competitive strategies and resource-based uniqueness. Design/Methodology/Approach: The research was conducted using quantitative methods. The unit of analysis is dive operators in Indonesia where data are collected from 50 random samples taken from 284 dive operators. Then the observations in this study use a time horizon that is cross section one shoot taking. Findings: The results of the study show that the uniqueness of resources and competitive strategies have a significant effect on business performance. Competitive strategies have dominant influence in improving the performance of dive service operators in Indonesia. Practical Implications: The results can be used in an effort to improve the performance of the dive tourism business in Indonesia through the development of competitive strategies based on cost-based approaches, and the development of resource uniqueness based on the development of human resources. Originality/Value: This study acts as a reference for the diving tourism business people and all parties involved in this kind of business to understand the uniqueness of resources and competitive strategies in improving the business performance.peer-reviewe

The effect of organizational culture and company asset on the competitive strategy of the diving industry in Indonesia

Purpose: This study aims to examine the influence of organizational culture and company assets on the competitive strategy of the diving industry in Indonesia. Design/Methodology/Approach: This study uses quantitative methods. The unit of analysis is a dive operator in Indonesia. The observation unit is the management of dive operators in Indonesia which can be represented by middle-level managers or management. According to the Indonesian Diving Tourism Business Association (PUWSI), in 2017 there were 284 dive operators. In this study, a sample of 50 respondents was used. Primary data is obtained from the results of direct research in the field, namely data from questionnaires distributed to dive operators in Indonesia. Data and information collected at the time horizon are cross section one shoot. Causality research is used to obtain an evidence of a causal relationship between variables, using Partial Least Square (PLS). Findings: The research findings show that organizational culture and company assets influence the competitive strategy of the diving industry. Company assets have a more dominant influence than organizational culture in improving competitive strategy. Practical Implications: This finding is expected to have implications for the management of diving industry companies in Indonesia as an alternative model of solutions in improving a competitive strategy based on the development of company assets and organizational culture. Originality/Value: The aspects that must be the first priority in developing company assets are intangible assets, while in developing organizational culture, management needs to prioritize the development of stability and control within the organization.peer-reviewe