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Strategic orientation of hotels: evidence from a contingent approach

Author

Listed:
  • Vincenza Odorici

    (Department of Management, University of Bologna, Italy)

  • Manuela Presutti

    (Department of Management, University of Bologna, Italy)

  • Marco Savioli

    (Department of Economics, University of Bologna, Italy; The Rimini Centre for Economic Analysis, Italy)

Abstract

This paper aims to answer the following interrelated research questions: 1) Do different dimensions of strategic orientation (entrepreneurial, learning and market orientation) have a direct effect on hotel performance? 2) Is the relationship between strategic orientation and the hotel performance contingent on some hotel-specific characteristics, such as size and rating? We test our hypotheses on a sample of 120 small hotels operating in Rimini, a very famous tourist destination. Our results show that while entrepreneurial and market orientation are positive drivers of lodging firm performance, learning orientation is not important. Moreover, the relationship between strategic orientation and performance is shown to be contingent on internal firm-related moderators (size and quality). In particular, both the number of rooms and star classification reinforce the performance achievement of hotels able to introduce innovations and follow a customer-oriented approach.

Suggested Citation

  • Vincenza Odorici & Manuela Presutti & Marco Savioli, 2016. "Strategic orientation of hotels: evidence from a contingent approach," Working Paper series 16-06, Rimini Centre for Economic Analysis, revised May 2016.
    • Handle: RePEc:rim:rimwps:16-06
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    References listed on IDEAS

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    More about this item

    Keywords

    strategic orientation; contingent approach; service firms; hotel industry;
    All these keywords.

    JEL classification:

    • L83 - Industrial Organization - - Industry Studies: Services - - - Sports; Gambling; Restaurants; Recreation; Tourism
    • Z3 - Other Special Topics - - Tourism Economics

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