scholarly journals THE STRATEGIC CHOICES IN ACHIEVING TOURISM'S COMPETITIVENESS AND PERFORMANCE AMONG HOTELS IN INDONESIA

2021 ◽  
Vol 38 (4) ◽  
pp. 1223-1231
Author(s):  
Alim SYARIATI ◽  
◽  
Muhammad Yunus AMAR ◽  
Namla Elfa SYARIATI ◽  
◽  
...  
Keyword(s):  
Current Debate ◽  
Strategic Choices ◽  
Resource Based View ◽  
External Focus ◽  
Indicator Approach ◽  
Developing Region ◽  
Internal Core ◽  
And Performance ◽  
Developing Area ◽  
Hotel Managers

The current debate between external strategy and a resource-based approach as a driver of competitiveness is rarely investigated in a developing region. This study investigates whether an external focus or a resource-based strategy is better for leveraging the hotel industry's competitiveness and performance in a developing area in Indonesia. The authors obtained saturated responses from 204 managers and analyzed them with PLS-SEM's two-stage and repeated indicator approach while interviewing some of them. This study developed a formative model in PLS-SEM as a better method for investigating an organization's performance than a reflective approach. Quantitative analysis revealed the resource-based view as a better basis for supporting hotels' competitiveness and performance; however, the interview revealed considerable concerns over arising externalities. This paper suggests that hotel managers improve their internal core competence instead of wasting resources and worrying about external issues.

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

2021 ◽  
pp. 014920632110031
Author(s):  
Robert E. Ployhart
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Needs ◽  
Resource Based View ◽  
Strategic Human Capital ◽  
Specific Performance ◽  
Collective Performance ◽  
And Performance ◽  
Performance Behavior ◽  
Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

scholarly journals Organizational Learning and Green Innovation: Does Environmental Proactivity Matter?

2018 ◽  
Vol 10 (10) ◽  
pp. 3737 ◽  
Author(s):  
Yali Zhang ◽  
Jun Sun ◽  
Zhaojun Yang ◽  
Shurong Li
Keyword(s):  
Emerging Economies ◽  
Dynamic Capabilities ◽  
Corporate Sustainability ◽  
Capability Development ◽  
Green Innovation ◽  
Resource Based View ◽  
Green Product Innovation ◽  
And Performance ◽  
Green Process Innovation ◽  
Internal Stakeholders

Emerging economies face the challenge of striking a balance between development and the environment. To adapt to the changes, organizations must develop dynamic capabilities for green innovation and corporate sustainability. Based on a resource-based view integrated with contingency and stakeholder theories, this study examines how strategic contingency makes differences in the transformation between learning and performance resources through innovation efforts. Oriented toward external and internal stakeholders, respectively, learning resources comprise absorptive capacity and transformative capability, innovation efforts include green product innovation and green process innovation, and performance resources contain green image and competitive advantage. Depicting their mediating relationships moderated by environmental proactivity, the research model is supported by survey observations collected from over 300 organizations in China. Environmentally proactive organizations are found to have more balanced dynamic capability development than those that are more reactive. To optimize green innovation, therefore, organizations need to embrace an ecological strategy and engage employees in learning.

Verbal Cues and Attentional Focus: A Simulated Target-Shooting Experiment

2017 ◽  
Vol 5 (1) ◽  
pp. 148-159 ◽  
Author(s):  
Louisa D. Raisbeck ◽  
Jed A. Diekfuss
Keyword(s):  
Attentional Focus ◽  
Focus Of Attention ◽  
Verbal Cues ◽  
Task Load ◽  
External Focus ◽  
Gun Barrel ◽  
Internal Focus ◽  
And Performance ◽  
Nasa Task Load Index ◽  
Learning And Performance

Performance benefits exist for an external focus of attention compared with an internal focus of attention for performance and learning (Wulf, 2013). It is unknown, however, if varying the number of verbal cues affects learning and performance. Focus of attention and the number of verbal cues were manipulated during a simulated handgun-shooting task. For the internal focus conditions, participants were told to focus on their hand, arm, and wrist, whereas the external focus instructions were to focus on the gun, gun barrel, and gun stock. To manipulate the number of verbal cues, participants received instruction to focus on a single verbal cue or multiple verbal cues. Shooting performance was assessed at baseline, acquisition, and at two separate retention phases (immediate, delayed) that included transfer tests. Participants completed the NASA—Task Load Index to assess workload following all trials. Participants who received one verbal cue performed significantly better during immediate retention than those who received three verbal cues. Participants who used external focus of attention instructions had higher performance and reported less workload at delayed retention compared to those who used internal focus instructions. This research provides further support for the benefits of an external focus and highlights the importance of minimizing the number of verbal cues.

scholarly journals The Holy Grail

2015 ◽  
Vol 27 (5) ◽  
pp. 714-738 ◽  
Author(s):  
Jorge Pereira-Moliner ◽  
Xavier Font ◽  
Juan José Tarí ◽  
Jose F. Molina-Azorin ◽  
Maria D. Lopez-Gamero ◽  
...  
Keyword(s):  
Environmental Management ◽  
Business Performance ◽  
Competitive Advantages ◽  
Performance Levels ◽  
Content Type ◽  
Reference Measure ◽  
Environmental Capability ◽  
And Performance ◽  
Hotel Managers ◽  
The Relationship

Purpose – This paper aims to analyse the influence of environmental proactivity on cost and differentiation competitive advantages, and to explore the double relationship between environmental proactivity and business performance. Design/methodology/approach – The population consists of all three- to five-star hotels in Spain. A sample of 350 hotels was classified according to environmental proactivity and performance levels, employing a two-step cluster analysis. Significant differences between groups were examined. Findings – The results show two types of environmental behaviour (reactive and proactive), with proactive hotels developing significantly better on both cost and differentiation competitive advantage and achieving significantly higher performance levels. Hotels which achieve above average business performance levels are significantly more environmentally proactive. Research limitations/implications – The present paper demonstrates that environmental management is related to competitive advantages and business performance. Environmental management systems are more developed in higher category, chain-affiliated and larger hotels. This could be due to having more resources to develop their environmental capability. The environmental proactivity scale employed in this study is presented as a reference measure for hotel managers to benchmark their current practices and implement environmental improvements. Originality/value – First, measuring environmental proactivity using four managerial systems (operative, information, strategic and technical) is innovative and provides a more detailed approach to measuring environmental proactivity. Second, demonstrating a double association between environmental proactivity and performance provides fresh insights into the relationship between these variables.

scholarly journals Data-driven supply chain capabilities and performance: A resource-based view

2018 ◽  
Vol 114 ◽  
pp. 371-385 ◽  
Author(s):  
Wantao Yu ◽  
Roberto Chavez ◽  
Mark A. Jacobs ◽  
Mengying Feng
Keyword(s):  
Supply Chain ◽  
Data Driven ◽  
Resource Based View ◽  
And Performance

Self-regulation failure as a moderator of the pops–work outcomes relationships

2020 ◽  
Vol 25 (7) ◽  
pp. 731-745
Author(s):  
Joshua C. Palmer ◽  
Wayne A. Hochwarter ◽  
Shuang (Sara) Ma ◽  
Gerald R. Ferris ◽  
Christian Kiewitz
Keyword(s):  
Administrative Support ◽  
Self Regulation ◽  
Meaningful Work ◽  
Self Report ◽  
Work Outcomes ◽  
Content Type ◽  
Minimal Impact ◽  
Self Report Data ◽  
And Performance ◽  
Hotel Managers

PurposeDrawing upon cognitive control theory, we examine the effects of self-regulation failure (SRF) on the relationships between perceptions of organizational politics (POPs) and tension, exhaustion, satisfaction, work effort, perceived resource availability and performance/contribution.Design/methodology/approachWe test hypotheses across three unique studies (Study 1: 310 employees from various occupations; Study 2: 124 administrative/support employees; Study 3: 271 Chinese hotel managers) using hierarchical moderated regression analyses.FindingsAcross studies, results suggest that POPs had a minimal impact on work attitudes, behaviors and health-related outcomes when SRF was low. However, employees experiencing high SRF reported adverse consequences in high POPS settings.Research limitations/implicationsThese studies relied on self-report data. However, we implemented design features to mitigate potential concerns and analytic techniques to determine method effects. This paper contributed to the POPs literature by explaining how SRF and POPs interact to impact meaningful work outcomes.Practical implicationsLeaders should receive training to help them identify and address indicators of SRF. Leaders can also implement intervention programs to help calm employees who experience SRF.Social implicationsLeaders should receive training to help them identify and address indicators of SRF. Leaders can also implement programs to help assist employees who demonstrate adverse effects from SRF.Originality/valueThis paper integrates the research on SRF and politics to examine the collective impact these variables have on workers. Our three-study package also addresses the call for more studies to examine how politics operate across cultures.

scholarly journals Resource-Based View and SMEs Performance Exporting through Foreign Intermediaries: The Mediating Effect of Management Controls

2019 ◽  
Vol 11 (12) ◽  
pp. 3241 ◽  
Author(s):  
Juan Manuel Ramon-Jeronimo ◽  
Raquel Florez-Lopez ◽  
Pedro Araujo-Pinzon
Keyword(s):  
Export Performance ◽  
Management Control ◽  
Mediating Effect ◽  
Relationship Building ◽  
Customer Relationship ◽  
Behavior Control ◽  
Resource Based View ◽  
And Performance ◽  
Building Capability ◽  
The Impact

Following the resource-based view, this research empirically explores the role of formal and informal management control in mobilizing export resources to develop export capabilities, influencing the export performance of small and medium-sized enterprises (SMEs) in an interorganizational relationship context. Empirical data were collected using a survey administrated online to finance managers in Spanish SMEs which use foreign intermediaries to access export markets. In this setting, evidence mainly suggests, first, that management control systems (MCSs) play a relevant mediating role between the effect of, on the one hand, resources on capabilities, and, on the other hand, resources and capabilities on performance. Second, that MCSs and capabilities play a interrelated double mediating effect between the impact of resources on performance; more specifically, a significant double indirect effect is found (1) between financial resources, behavior control, customer relationship building capability and performance, and (2) between physical resources, behavior control, customer relationship building capability and performance.

Saudi telecom: an example of accelerated internationalization

2014 ◽  
Vol 5 (1) ◽  
pp. 71-96 ◽  
Author(s):  
Lyn Suzanne Amine ◽  
Golam Mostafa Khan
Keyword(s):  
Secondary Data ◽  
Direct Access ◽  
Strategic Choices ◽  
Resource Based View ◽  
Content Type ◽  
Portfolio Development ◽  
Contingency View ◽  
Case Development ◽  
Theoretical Analyses

Purpose – A new case study of accelerated internationalization (AI) shows that in only two years, Saudi telecom (STC) entered markets across the Middle East, Asia, and Africa. Managerial analysis identifies reasons for success while questioning strategic choices and their implications. Theory-driven analysis reviews STC's experience in light of selected theories and frameworks. This case is also intended for teaching purposes. The paper aims to discuss these issues. Design/methodology/approach – Responding to Welch et al.'s call, the authors use “interpretive sense-making” and “contextualized explanation” and highlight environmental context in the case study development. The authors review case-based research, explain data collection problems, present managerial and theoretical analyses of the case, discuss the findings relative to the literature, and suggest directions for research. Findings – Case analysis reveals STC's focus on global portfolio development as a driver of AI. Theoretical analysis confirms the psychic distance construct and its paradox, as well as the notion of epochs of internationalization while warning that the path and stages models of internationalization are at odds with AI. The authors call for a contingency view of the resource-based view as a function of context. Research limitations/implications – Limitations arise from the use of secondary data for case development because direct access to this Saudi company was not feasible. Practical implications – AI is popular among wealthy Gulf telecoms ambitious for growth. Regional competition in the Gulf is characterized by copycat and follow-the-leader strategies which preclude elaboration of unique, inimitable or non-substitutable assets, resources or capabilities. Originality/value – This innovative approach to case development provides a rich database for probing analyses of managerial and theoretical implications of AI in a Gulf-based company.

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