Strategic decision tools and organizational performance in the hotel industry

Abstract

The aim of this study was to investigate which strategic decision tools hotel managers use or do not use when formulating strategic decisions, their reasons for using or not using these tools and the relationship between tool use and hotel performance. A questionnaire containing 28 commonly used strategy tools and 19 performance items was distributed to managers of 50 hotels in China. The three most commonly used tools were Strengths, Weaknesses, Opportunities and Threats Analysis, budget analysis and core competence analysis. Several demographic characteristics of the managers had a significant influence on which tools they decided to use. Out of the ten most commonly used strategy tools, only three showed differences in hotel performance depending on their use among hotel managers. This study provides theoretical and practical implications as well as future research directions. 本研究之目的是调查酒店经理在制定战略决策时使用或不使用哪些战略决策工具、使用或不使用这些工具的原因、以及使用工具与酒店绩效之间的关系。向中国五十家酒店的经理分发了一份包含28种常用策略工具和19种业绩项目的问卷。三种最常用的工具是：(1) 优势、劣势、机会和威胁分析； (2) 预算分析；(3) 核心能力分析。管理人员的一些人口统计特征对其决定使用哪些工具具有重大影响。在十种最常用的策略工具中，只有三种表现了酒店业绩的差异，具体取决于酒店经理的使用情况。本研究提供了理论和实践意义以及未来的研究方向。