Proactive environmental strategies in the hotel industry: eco-innovation, green competitive advantage, and green core competence

2021 ◽  
pp. 1-22
Author(s):  
Fang-I Kuo ◽  
Wei-Ta Fang ◽  
Ben A. LePage
Keyword(s):  
Competitive Advantage ◽  
Core Competence ◽  
Hotel Industry ◽  
Environmental Strategies ◽  
Green Core

Environmental Strategies and the International Hotel Industry

1999 ◽  
Vol 5 (1) ◽  
pp. 12-25 ◽  
Author(s):  
Peter W. Obrien ◽  
Lee D. Parker
Keyword(s):  
Competitive Advantage ◽  
Empirical Evidence ◽  
Hotel Industry ◽  
Environmental Strategies ◽  
Business Enterprises ◽  
Expanded Concept

AbstractBusiness enterprises worldwide have recognised that linking green objectives to profit goals can be a source of competitive advantage. This paper outlines the forces inducing corporations to adopt proactive stances to environmental strategic postures and the arguments for and against such postures. It presents an expanded concept of efficiency management and a related menu of environmental strategies that corporations can adopt. Empirical evidence of the environmental strategies that are being used and their outcomes is drawn from leading international hotel corporations and from smaller enterprises in this industry and the implications are discussed.

Environmental Strategies and the International Hotel Industry

1999 ◽  
Vol 5 (1) ◽  
pp. 12-25 ◽  
Author(s):  
Peter W. Obrien ◽  
Lee D. Parker
Keyword(s):  
Competitive Advantage ◽  
Empirical Evidence ◽  
Hotel Industry ◽  
Environmental Strategies ◽  
Business Enterprises ◽  
Expanded Concept

AbstractBusiness enterprises worldwide have recognised that linking green objectives to profit goals can be a source of competitive advantage. This paper outlines the forces inducing corporations to adopt proactive stances to environmental strategic postures and the arguments for and against such postures. It presents an expanded concept of efficiency management and a related menu of environmental strategies that corporations can adopt. Empirical evidence of the environmental strategies that are being used and their outcomes is drawn from leading international hotel corporations and from smaller enterprises in this industry and the implications are discussed.

Cost and Profit Efficiencies in the Spanish Hotel Industry

2015 ◽  
Vol 41 (8) ◽  
pp. 985-1006 ◽  
Author(s):  
Antonio Arbelo ◽  
Pilar Pérez-Gómez ◽  
Enrique González-Dávila ◽  
Felipe Manuel Rosa-González
Keyword(s):  
Competitive Advantage ◽  
Special Interest ◽  
Cost Efficiency ◽  
Hotel Industry ◽  
Profit Efficiency ◽  
Distribution Free ◽  
Working Hypothesis ◽  
Distribution Free Approach ◽  
Hotel Sector

This article focuses on estimating and discussing cost and profit efficiencies related with the Spanish hotel sector. Managers have a special interest in controlling costs as a source of competitive advantage, which may enable companies to improve their results in a continuous manner. However, they usually do not attribute much importance to the improvement of profit efficiency, which is generally much lower than cost efficiency and as a result vital for achieving competitive advantage. In this article, cost and profit efficiencies are estimated in the Spanish hotel sector using a data panel for the years 2007 to 2011 and using distribution free approach methodology. The results show profit efficiency levels significantly lower than levels of cost efficiency, thereby confirming our working hypothesis.

scholarly journals Turning Environmental Strategies into Competitive Advantage in the Malaysian Manufacturing Industry: Mediating Role of Environmental Innovation

2021 ◽  
Vol 29 (2) ◽  
Author(s):  
Tze San Ong ◽  
Ah Suat Lee ◽  
Boon Heng Teh
Keyword(s):  
Competitive Advantage ◽  
Manufacturing Industry ◽  
Driving Forces ◽  
Shared Vision ◽  
Environmental Literature ◽  
Competitive Strategies ◽  
Environmental Innovation ◽  
Mediating Role ◽  
Environmental Strategies ◽  
Green Business

The environmental literature has focused on examining how firms leverage environmental innovation to convert environmental challenges into driving forces of competitive advantage. This paper enhances the knowledge on the implementation of environmental strategies in the Malaysian manufacturing industry by examining the impacts of environmental shared vision and environmental strategic focus on competitive advantage in the greening of the industry. The Smart PLS technique was used to analyse data collected from 124 Malaysian manufacturing firms on their environmental strategies as well as their implications for competitive advantage and environmental innovation. The findings suggest that environmental innovation mediates the positive exchange between firms’ environmental strategies and competitive advantage. The study provides valuable information for manufacturers in crafting their corporate competitive strategies, policies, and action plans. The direct and indirect roles of environmental innovation in fostering competitive advantage suggest that manufacturers should prioritise their environmental activities by enhancing innovation outcomes to achieve a successful green business status.

The essence of the competence concept: Adopting an organization's sustained competitive advantage viewpoint

2010 ◽  
Vol 16 (5) ◽  
pp. 677-699 ◽  
Author(s):  
Hai Ming Chen ◽  
Wen Yen Chang
Keyword(s):  
Competitive Advantage ◽  
Core Competence ◽  
Organizational Context ◽  
Shared Values ◽  
Mutual Trust ◽  
Job Fit ◽  
Fuzzy Concept ◽  
Sustained Competitive Advantage ◽  
Competence Framework ◽  
Person Organization Fit

AbstractPrevious scholars considered competence a ‘fuzzy concept’ and addressed confusions such as ‘competency vs. competence’ and ‘competence vs. core competence’. However, the issue ‘What is the essence of employee competence?’ remains unclear. By inference, the essence of competence is addressed in adoption of an organization's sustained competitive advantage viewpoint different from the traditional viewpoint of enhancing individual employability. This paper contends that employee competence is strategically driven by organizational core competence. Psychologically, employee competence and organizational core competence are similar and linked in terms of person–organization fit and person–job fit. A contextual competence framework is established enlightening the essence of employee competence and redefines competence as a ‘temporary asset’ rooted in the interactively organizational context. Contextual variables including shared values, mutual trust and mutual investment bolster the alignment between employee competence and organizational core competence and develop employee competence as firm-specific, thus becoming a source for sustained organizational competitive advantage.

ASSOCIATION BETWEEN INTELLECTUAL CAPITAL AND COMPETITIVE ADVANTAGE: A CASE STUDY ON THE HOTEL INDUSTRY IN BALI PROVINCE, INDONESIA

2019 ◽  
Vol 7 (4) ◽  
pp. 440-449 ◽  
Author(s):  
Partiwi Dwi Astuti ◽  
Anis Chariri ◽  
Abdul Rohman
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Hotel Industry ◽  
Positive Association ◽  
Equation Modeling ◽  
Relational Capital ◽  
Significant Positive Association ◽  
Structural Capital

Purpose: This study aims to examine the association between intellectual capital and competitive advantage in the hotel industry in Bali Province, Indonesia. The interrelationship between components of intellectual capital –human capital, relational capital, structural capital – were tested in this study, and testing was also carried out for the association of intellectual capital – represented by structural capital – with competitive advantage. Methodology: Data was collected using a self-administered questionnaire. A total of 172 questionnaires were sent to general managers of three-, four- and five-star hotels in Bali Province. A total of 109 questionnaires were returned and could be analysed (a 63% response rate). The analysis was performed using covariance-based structural equation modeling with AMOS 21.0 software. Main Findings: The findings show that between the components of intellectual capital there is a positive and significant association: human capital with relational capital, human capital with structural capital and relational capital with structural capital. The findings also show that structural capital has a significant positive association with a competitive advantage. Implications: Mobilising and utilising human capital as much as possible can create and enhance relational capital and structural capital. Willingness to realise, utilise, compile and develop organizational knowledge enables long-term competitive advantages to be achieved. Novelty: This study examines the association of intellectual capital – facilitated by structural capital – and competitive advantage, which researchers have not done before in the hotel industry.

The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry

2015 ◽  
Vol 50 ◽  
pp. 41-54 ◽  
Author(s):  
Jose F. Molina-Azorín ◽  
Juan José Tarí ◽  
Jorge Pereira-Moliner ◽  
María D. López-Gamero ◽  
Eva M. Pertusa-Ortega
Keyword(s):  
Environmental Management ◽  
Mixed Methods ◽  
Competitive Advantage ◽  
Hotel Industry ◽  
Mixed Methods Study

scholarly journals Strategy beyond the business unit level: corporate parenting in focus

2019 ◽  
Vol 40 (3) ◽  
pp. 43-51 ◽  
Author(s):  
Timothy Galpin
Keyword(s):  
Competitive Advantage ◽  
Core Competence ◽  
Core Competencies ◽  
Core Competency ◽  
Theory And Practice ◽  
Resource Based View ◽  
Content Type ◽  
Diversified Firms ◽  
Corporate Parenting ◽  
Practice Literature

Purpose The gap between management theory and practice has been much criticized. To help bridge the divide, a synthesis of empirical, theoretical and practice literature is offered, along with an application of the widely used VRIO framework, to contend that developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies. Design/methodology/approach A synthesis of empirical, theoretical and practice literature is presented, beginning with a discussion of why and how firms diversify; the relative performance of firms that pursue related and unrelated diversification; an application of the resource-based view, core competencies and the VRIO framework; a description of focused corporate parenting as a core competency; a prescription for how diversified firms can implement a focused corporate parenting approach; and implications for research. Findings Developing a focused corporate parenting approach as a core competence serves as a source of competitive advantage for diversified companies. Research limitations/implications The synthesis of empirical, theoretical and practice literature presented provides a foundation for future research into the impact of focused corporate parenting on diversified firm performance. Practical implications The paper includes a prescription for how diversified firms can implement a focused corporate parenting approach. Originality/value The application of the resource-based view and core competency theories to corporate parenting provides managers with the rationale for and methodology to focus their corporate parenting activities.

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