scholarly journals The Importance of Internal Resources and Capabilities and Destination Resources to Explain Firm Competitive Position in the Spanish Tourism Industry

2015 ◽  
Vol 18 (4) ◽  
pp. 341-356 ◽  
Author(s):  
César Camisón ◽  
Alba Puig-Denia ◽  
Beatriz Forés ◽  
María Eugenia Fabra ◽  
Azahara Muñoz ◽  
...  
Keyword(s):  
Tourism Industry ◽  
Competitive Position ◽  
Internal Resources ◽  
Resources And Capabilities

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

Strategic IT Resources and Sourcing Strategy

2011 ◽  
pp. 256-314
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Theory Of The Firm ◽  
Optimal Growth ◽  
Resource Base ◽  
Internal Resources ◽  
Sourcing Strategy ◽  
It Resources ◽  
Long Time ◽  
Managerial Knowledge ◽  
Resources And Capabilities ◽  
Industry Conditions

As introduced in Chapter II and Chapter V, performance differences across firms can be attributed to the variance in firms’ resources and capabilities. The essence of the resourcebased theory of the firm lies in its emphasis on the internal resources available to the firm, rather than on the external opportunities and threats dictated by industry conditions. A firm’s resources are said to be a source of competitive advantage to the degree that they are scarce, specialized, appropriable, valuable, rare, and difficult to imitate or substitute. A fundamental idea in resource-based theory is that a firm must continually enhance its resources and capabilities to take advantage of changing conditions. Optimal growth involves a balance between the exploitation of existing resource positions and the development of new resource positions. Thus, a firm would be expected to develop new resources after its existing resource base has been fully utilized. Building new resource positions is important if the firm is to achieve sustained growth. When unused productive resources are coupled with changing managerial knowledge, unique opportunities for growth are created (Pettus, 2001). The term resource is derived from the Latin word resurgere, which means “to rise” and implies an aid or expedient for reaching an end. A resource implies a potential means to achieve an end, or as something that can be used to create value. The first strategy textbooks outlining a holistic perspective focused on how resources needed to be allocated or deployed to earn rents. The interest in the term was for a long time linked to the efficiency of resource allocation, but this focus has later been expanded to issues such as resource accumulation, resource stocks, and resource flows (Haanaes, 1997).

scholarly journals What Can We Learn from the Organizational Life Cycle Theory? A Conceptualization for the Practice of Workplace Learning

2016 ◽  
Vol 8 (2) ◽  
pp. 18 ◽  
Author(s):  
Steven Tam ◽  
David E. Gray
Keyword(s):  
Life Cycle ◽  
Workplace Learning ◽  
High Growth ◽  
Organizational Factors ◽  
Firm Characteristics ◽  
Organizational Life ◽  
Organizational Life Cycle ◽  
Internal Resources ◽  
Life Cycle Theory ◽  
Resources And Capabilities

<p>In the world of business and management, the practice of workplace learning is deemed important for firms to survive or stay competitive. However, firm characteristics such as business priorities, management styles, and limited internal resources and capabilities are always organizational factors that affect how firms may practice workplace learning. According to organizational life cycle (OLC) theory, during the firm’s growth from inception, to high-growth, to maturity, firm characteristics differ and the internal resources and capabilities of the firm develop. The literature has discussed the dynamics of organizational life cycle, but little is knownabout how it possibly relates to workplace learning. The paper synthesises the OLC literature and draws the characteristics of three common stages for firms (large or small) to conceptualize different patterns of workplace learning practices, promoting a new page of empirical research potential.</p>

Indian Medical Tourism Industry Basics and Its Competitive Positioning

2021 ◽  
pp. 43-73
Author(s):  
Nadeem Ahmed Bashir ◽  
Premkumar Balaraman ◽  
Aroop Mukherjee
Keyword(s):  
Medical Tourism ◽  
Quality Standards ◽  
Tourism Industry ◽  
Medical Assistance ◽  
Competitive Position ◽  
Indian Medical ◽  
To Receive

Medical tourism (MT) may be described as a journey outside the country of residence to receive medical assistance. It must be taken into account that specialized healthcare involves the participation of specialists in the field of medicine such as surgeons, who differentiate medical tourism from wellness and spa tourism. There can be two main forms of medical tourism: surgical and therapeutic. The chapter mainly aims to understand the fundamentals of medical tourism in perspective to focused on its definition, categories, growing trends, drivers, challenges, and quality standards. The specific case of the Indian medical tourism industry and its competitive position is also being discussed in this chapter.

If Managing Knowledge is the Solution, then What's the Problem?

2001 ◽  
pp. 16-36 ◽  
Author(s):  
Michael H. Zack
Keyword(s):  
Knowledge Processing ◽  
Internal Resources ◽  
Processing Capability ◽  
Knowledge Based ◽  
Competitive Environments ◽  
Resources And Capabilities ◽  
Strategic Resource ◽  
Strategic Theories

Strategic theories of organizing are grounded in the notion that organizations should configure their internal resources and capabilities to address competitive opportunities and threats. The knowledge-based view suggests that knowledge may be the most enduring and strategic resource. This chapter presents a taxonomy for describing resources, capabilities and competitive environments in terms of four distinct yet related knowledge processing requirements or “problems”: complexity, uncertainty, equivocality and ambiguity. Each suggests a particular knowledge processing capability. The taxonomy is used to develop finer-grained distinctions regarding knowledge-based theories of the firm and the resource-based concept of inimitability.

Changed Context for the Danish Tourism Industry: A Strategic Analysis

2002 ◽  
Vol 3 (4) ◽  
pp. 311-318 ◽  
Author(s):  
Lise Lyck
Keyword(s):  
Tourism Industry ◽  
Strategic Analysis ◽  
Competitive Position ◽  
Competitive Strength ◽  
New Strategy

The Danish tourism industry is analysed strategically in a diagnostic and qualitative perspective in order to investigate its competitive position. It is found that the context of the Danish tourism strategy has changed decisively and that the changes have not yet been included in the strategy. The industry is analysed in a Porter model and in a model that is focused on competitive strength dynamics inspired by Hamal and Prahalad. Finally, elements of a new strategy and design of a strategic route for the Danish tourism industry is presented. It is concluded that not only re-engineering processes, but also regenerating strategies are needed if the Danish tourism industry is to regain and further develop competitiveness

scholarly journals Influence of Cultural Intelligence and Psychological Capital on Service Quality: A Study of the Hotel Industry in Sabah, Malaysia

2021 ◽  
Vol 13 (19) ◽  
pp. 10809
Author(s):  
Mary Monica Jiony ◽  
Tek Yew Lew ◽  
Daria Gom ◽  
Geoffrey Harvey Tanakinjal ◽  
Stephen Sondoh
Keyword(s):  
Service Quality ◽  
Structural Equation ◽  
Cultural Intelligence ◽  
Psychological Capital ◽  
Hotel Industry ◽  
Frontline Employees ◽  
Internal Resources ◽  
Service Excellence ◽  
Resources And Capabilities ◽  
Hotel Managers

Cultural intelligence (CQ) and psychological capital (PsyCap) are two critical characteristics that can be leveraged to develop dynamic hotel frontline employees capable of sustaining service excellence. While both the hotel industry and researchers have followed this trend, there are few studies in the research setting that delve into this relationship. This study examines the effects of cultural intelligence on service quality with psychological capital serving as a mediating variable. To confirm the proposed hypotheses, this study collects 300 questionnaires from four- and five-star hotels. For quantitative analysis, partial least squares structural equation modelling was used. The findings revealed that PsyCap is favorably associated with three components of CQ (metacognitive, motivational, and behavioral elements). Simultaneously, the CQ cognitive and behavioral elements were found to be positively related with service quality (SQ). These findings offer hotel managers practical guidance on how to evaluate critical internal resources and capabilities as a source to implementing and sustaining human resource practices.

scholarly journals Tax incentives as a factor of effective development of domestic tourism industry in Russia

2017 ◽  
Vol 15 (2) ◽  
pp. 90-101 ◽  
Author(s):  
Aleksandr Gudkov ◽  
Elena Dedkova ◽  
Kristina Dudina
Keyword(s):  
Positive Impact ◽  
Import Substitution ◽  
Tax Incentives ◽  
Tourism Industry ◽  
Internal Resources ◽  
Current State ◽  
Domestic Tourism ◽  
Internal Component ◽  
Effective Development ◽  
Recreational Resources

In the recent period, of significant importance is the topic of ensuring national security, which is based, in particular, on the possibilities of existence of economic systems under the conditions of isolation, the maximum use of one’s own internal resources to ensure import substitution. One of the types of such resources is recreational resources, which can be of interest both for the country’s citizens and foreign citizens. However, a significant impact of geopolitical problems on the development of the tourism industry makes it possible to effectively calculate and most objectively forecast revenues only from its internal component. In this regard, the problem of development of the domestic tourism industry is becoming increasingly relevant with a view to making a positive impact of the sector’s development on the welfare of the state as a whole and the creation of a favorable social climate for citizens. This article, on the basis of the methods of theoretical and empirical research, studies the peculiarities of development of the domestic tourism industry in Russia and examines the need in tax incentives for its effective development. Based on the analysis of the current state of the domestic tourism industry in Russia, the authors propose a division of the subjects of the tourism market, which are targeted by tax incentives, a new system for classifying domestic enterprises indicating the basic requirements and conditions for obtaining support, as well as specific measures of organizational and fiscal provisions for the growth of the domestic tourism market.

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