Assessing the strategic relevance of organisational capabilities: evidence from Turkish hotels Online publication date: Thu, 24-Jul-2014
by Mehmet Ali Koseoglu; John A. Parnell; Cafer Topaloglu
International Journal of Management and Decision Making (IJMDM), Vol. 12, No. 2, 2013
Abstract: This study identified capabilities with links to strategic behaviour and performance in Turkish hotels. Executives in 111 Turkish hotels attached greater importance to market and market-linking capabilities than other capabilities. The generic strategy employed per the Miles and Snow typology was associated with differences in all the capabilities, with the greatest disparities seen among defenders. Although hotels tend to adopt the cost-leadership approach, differentiation was also associated with capability development, particularly in marketing, technology, management, and market-linking capabilities. A significant and positive relationship was found between environmental uncertainties and capabilities, and between capabilities and both financial and non-financial performance. Results demonstrated no differences between each of strategic capabilities and hotel characteristics such as star rating, hotel scale, work time, global alliances, and ownership. Implications for managers and future research are discussed.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Management and Decision Making (IJMDM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com