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Relationship management, competitive advantage and performance of hotels: A resource-based view

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dc.title Relationship management, competitive advantage and performance of hotels: A resource-based view en
dc.contributor.author Ofori, Daniel
dc.contributor.author Appiah-Nimo, Christina
dc.relation.ispartof Journal of African Business
dc.identifier.issn 1522-8916 Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued 2021
dc.type article
dc.language.iso en
dc.publisher Routledge Journals, Taylor & Francis Ltd
dc.identifier.doi 10.1080/15228916.2021.1924573
dc.relation.uri https://www.tandfonline.com/doi/full/10.1080/15228916.2021.1924573?scroll=top&needAccess=true
dc.subject relationship management en
dc.subject competitive advantage en
dc.subject operational performance en
dc.subject hotels en
dc.description.abstract The competitiveness and growth of the hotel industry have propelled a lot of interest by researchers. Premised on the resource-based view, dynamic capability and competitive advantage theories, this paper investigated the effect of managing supplier and customer relationships on the competitive advantage and performance of hotels. Questionnaires were distributed to managers of one-star rated hotels in the Central and Western regions, and data was analyzed with partial least squares structural equation modeling (PLS-SEM). Analysis of the hypothesized relationships revealed that management of customer relationships had a significant and positive effect on competitive advantage; however, supplier relationship management did not. Again, both supplier relationship management and customer relationship management had no direct effect on the operational performance of hotels. Further, the study confirmed that competitive advantage influences the operational performance of hotels. A mediation test through the bootstrapping procedure revealed that competitive advantage fully mediates customer relationship management and operational performance relationship. The study contributes to the resource-based view and competitive advantage literature and draws implications for practice by hotel managers. It is recommended that the management of hotels maintain a balanced relationship with customers and suppliers. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1010345
utb.identifier.scopus 2-s2.0-85105886568
utb.identifier.wok 000648456200001
utb.source J-wok
dc.date.accessioned 2021-05-25T11:04:52Z
dc.date.available 2021-05-25T11:04:52Z
utb.ou Department of Management and Marketing
utb.contributor.internalauthor Appiah-Nimo, Christina
utb.wos.affiliation [Ofori, Daniel] Univ Cape Coast, Sch Business, Dept Mkt & Supply Chain Management, Cape Coast, Ghana; [Appiah-Nimo, Christina] Tomas Bata Univ, Fac Econ & Management, Dept Management & Mkt, Zlin, Czech Republic
utb.scopus.affiliation Department of Marketing and Supply Chain Management, School of Business, University of Cape Coast, Cape Coast, Ghana; Department of Management and Marketing, Faculty of Management and Economics, Tomas Bata University in Zlin, Czech Republic
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