Strategic orientation of hotels: Evidence from a contingent approach

Manuela Presutti, Marco Savioli and Vincenza Odorici
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Manuela Presutti: 154981University of Bologna, Italy
Vincenza Odorici: 154981University of Bologna, Italy

Tourism Economics, 2020, vol. 26, issue 7, 1212-1230

Abstract: Strategic orientation (SO) – a necessary condition to achieve and maintain a competitive advantage – should particularly be considered in the tourism industry, given the high competition and rapidly changing environment. This article investigates whether the different dimensions of SO (entrepreneurial orientation (EO), learning orientation (LO) and market orientation (MO)) have a direct effect on hotel performance and whether the relationship between SO and hotel performance is contingent on various hotel-specific characteristics. The hypotheses are tested against a sample of 120 small hotels operating in a mature Italian tourist destination. The results show that EO and MO are positive drivers of hotel performance, and LO is not important. Additionally, the intensity of the relationship between SO and performance is contingent on internal firm-related moderators (size and quality). Both the number of rooms and the star classification reinforce the performance achievement of innovative and customer-oriented hotels.

Keywords: contingent approach; entrepreneurial orientation; hotel performance; learning orientation; market orientation; strategic orientation (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:sae:toueco:v:26:y:2020:i:7:p:1212-1230

DOI: 10.1177/1354816619868886

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