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Strategic Management Practices within the Romanian Hotel Industry

Author

Listed:
  • Ovidiu-Niculae Bordean

    (Babes-Bolyai University, Cluj-Napoca)

  • Anca Borza

    (Babes-Bolyai University, Cluj-Napoca)

Abstract

The fierce competition among hotels had forced managers to reconsider the way in which they are doing business. The strategic planning is seen as one approach that could help hotel managers to bust their hotel performance and to obtain a competitive advantage against the other hotels. This paper addresses the issue of strategic management in the hotel industry through a survey designed to identify the strategic practices that hotels from the North-Western part of Romania are using. The research study was based on a questionnaire that was administered to 65 key decision makers from the hotel industry in five large cities. The aim of the study was to offer a real picture of the strategic approaches that are implemented within the hotel industry. The study uses 25 statements that largely correspond to some of the most-cited strategic practices within the strategic management tourism literature. The hotels that took part in the study focused mainly on implementing the differentiation and innovation strategy. The ANOVA test showed that there are significant differences between the way in which these strategies are pursued according to several characteristics of the hotels (size, category and management type). The results offer valuable and consistent insights for both hotel managers who wish to develop better strategies and theoreticians who are interested in filling in the existing gap from the hotel literature.

Suggested Citation

  • Ovidiu-Niculae Bordean & Anca Borza, 2014. "Strategic Management Practices within the Romanian Hotel Industry," The AMFITEATRU ECONOMIC journal, Academy of Economic Studies - Bucharest, Romania, vol. 16(Special 8), pages 1238-1238, August.
    • Handle: RePEc:aes:amfeco:v:37:y:2014:i:16:p:1238
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    References listed on IDEAS

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    1. Jarmila Šebestová & Kateřina Nowáková, 2013. "Dynamic strategy for sustainable business development: mania or hazard?," The AMFITEATRU ECONOMIC journal, Academy of Economic Studies - Bucharest, Romania, vol. 15(34), pages 442-454, June.
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    6. Ovidiu-Niculae BORDEAN & Anca BORZA & Daniel GLASER-SEGURA, 2011. "A comparative approach of the generic strategies within the hotel industry: Romania vs. USA," Management & Marketing, Economic Publishing House, vol. 6(4), Winter.
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    Citations

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    Cited by:

    1. Sainaghi, Ruggero & Phillips, Paul & Zavarrone, Emma, 2017. "Performance measurement in tourism firms: A content analytical meta-approach," Tourism Management, Elsevier, vol. 59(C), pages 36-56.
    2. Sotirios Varelas & Nikolaos Apostolopoulos, 2020. "The Implementation of Strategic Management in Greek Hospitality Businesses in Times of Crisis," Sustainability, MDPI, vol. 12(17), pages 1-14, September.
    3. Daniel RUSU, 2022. "Association of Knowledge Management with Strategic Management: Directions and Trends at International Level," Management and Economics Review, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 7(1), pages 49-66, February.
    4. Pop, Izabela Luiza & Borza, Anca, 2015. "Sustainable Museums for Sustainable Development," MPRA Paper 68360, University Library of Munich, Germany.
    5. Daniel RUSU, 2021. "Time Horizons Management within Corporate Strategies," Economics and Applied Informatics, "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration, issue 3, pages 84-93.
    6. Andor Pajrok, 2021. "Affecting Factors Of Application Of Strategic Accounting Methods In The Hungarian Hotel Industry - Results From Empirical Research," Annales Universitatis Apulensis Series Oeconomica, Faculty of Sciences, "1 Decembrie 1918" University, Alba Iulia, vol. 1(23), pages 1-9.

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    More about this item

    Keywords

    Strategic management practices; innovation strategies; hotel industry; study;
    All these keywords.

    JEL classification:

    • L83 - Industrial Organization - - Industry Studies: Services - - - Sports; Gambling; Restaurants; Recreation; Tourism
    • M21 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Economics - - - Business Economics
    • M53 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Training
    • O12 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Microeconomic Analyses of Economic Development

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