Advances in Hospitality and Tourism Research (AHTR) An International Journal of Akdeniz University,

Pages 107-136

Authors: Samson Omuudu OTENGEI, Geofrey BAKUNDA, Mohammed NGOMA, Joseph M. NTAYI, and John C. MUNUNENE

This paper empirically tests the link between cultural orientation, market orientation, service innovation capabilities of owner-managers and the level of inward internationalisation of African-ethnic restaurants. Data were obtained from 201 African-ethnic restaurants. A two-step approach was used, i.e. (i) a confirmatory factor analysis (CFA) to generate a measurement model; and (ii) a structural equation model (SEM) to test the hypotheses. All the predictor variables are positively and significantly related to the degree of inward internationalisation and the relationship is strong enough to cause a 41 per cent variance. Since it is cross-sectional in design, the study cannot be fully relied upon to draw inferences regarding causality among the variables. The results suggest that owner-managers who develop the three capabilities succeed in enhancing inward internationalisation. The current study could be among the very few to propose a framework that brings together major managerial (dynamic) capabilities that are presumed to be vital in enhancing inward internationalisation.

Pages 140-161

Authors: Xuan TRAN, Ni Putu Kumala DEWI, Zachary JENKINS, Duy TRAN, and Ngoc VO

Although Smith Travel Accommodations Report (STAR) benchmarks hotel performance against its competitive aggregate and local markets, hotel managers consider STAR as a reference document rather than a strategy model for hotel competition. Recent research report managers prefer less information to use it as clues for a decision rather than more information not to be able to make a decision. It is imperative for hotel managers to use STAR as a clue for the competition. Limited research has focused on techniques to build a clue for STAR as a practice strategy. The present study has built two matrices by STAR indices. After that, game theory strategies were conducted to forecast the outcomes whenever hotel mangers change price. A sample of hotel guests who stayed in seven top hotel destinations in the U.S. during the ten-year period (2005-2015) was selected in the scenario with two assumptions: (1) there are two players in the U.S. meeting business: Player 1 includes hoteliers in Washington DC, Virginia, and Maryland and player 2 includes hoteliers in Orlando, Los Angeles, Chicago, and New York and (2) customers in a hotel of player 1 prefer staying in the hotel of player 1 rather than staying in the hotel of player 2 and vice versa. Findings indicate that two matrices have provided hoteliers with simple clues of different strategies in each month during the year to maximize their revenue.