PurposeThis study aims to examine corporate sustainability in the hospitality industry as it caters to multiple stakeholders such as society and environment. Further, the researchers have attempted ...to portray a comprehensive outlook of corporate sustainability by examining the organizational-level and environmental-level drivers and assessing the impact of corporate sustainability on an overarching measure of hotel performance: sustainability balanced scorecard (SBSC).Design/methodology/approachA three-staged mixed-methods research design was implemented comprising interviews, surveys and a post-hoc analysis to test the comprehensive framework of corporate sustainability.FindingsThe authors observed that corporate sustainability positively impacted hotel performance. The results further indicated that in competing environments and presence of slack resources, sampled firms could develop their sustainability strategy to improve performance. Surprisingly, environmental munificence did not significantly influence corporate sustainability but directly increased hotel performance. Interestingly, hotel performance also improved upon having managerial commitment toward sustainability.Practical implicationsThe study highlights the crucial role of top management in hotels, where their commitment to sustainability can positively impact not just hotel's engagement in corporate sustainability but can also directly enhance hotel's overall performance. Hotel managers can utilize the SBSC developed in this study to comprehensively measure hotel performance which is found to be positively impacted by hotel's engagement toward corporate sustainability.Originality/valueThe study contributes to the sustainability literature by examining drivers of corporate sustainability in the Indian hospitality industry from two perspectives: environmental and organizational. With the escalating ambiguity of sustainability–performance relationship, the authors employed a novel technique for operationalizing hotel performance: SBSC.
Providing employment to nationals in an economy where more than two-thirds of the population comprise foreigners has been a struggle for the Gulf Cooperation Council (GCC) countries. Of the various ...tactics used by the GCC countries to nationalize their workforce, the quota system policy has been the most popular one. This study examines the integrative scholarly research on the quota system that has been reported to date and proposes a framework for discerning the role of the quota system in implementing the nationalization strategy as a tool, a facilitator, an inhibitor, and an assessor for nationalization. We conclude with several recommendations that policy makers and organizations can adopt to improve the efficacy of the quota system.
Perceived reality plays a more prominent role in shaping one's attitudes and behaviors than the actual reality itself. Research on perceived corporate social responsibility (PCSR) has gained interest ...and this research study examines the specific relationship of PCSR with a discretionary behavioral construct, organizational citizenship behavior (OCB). Building upon social theories such as the social identity theory, social exchange theory, social learning theory, and social attribution theory, a conceptual framework is proposed that identifies the impact of internal and external moderators on the PCSR-OCB relationship. Through proposing the impact of external moderators, the researcher aims to bring in objectivity when assessing PCSR, a subjective construct. Further contributions to research and practitioners are highlighted and future avenues for research are discussed.
This study is motivated by the infancy of literature on strategic HRM in regard to government policies and the lack of empirical research on the HRM policy of nationalization in the countries of the ...Gulf Cooperation Council (GCC). As such, it adopts a process oriented strategic HRM perspective through developing and examining an integrative framework of the antecedents and outcomes of the quality of the implementation of the Qatarized workforce in Qatar. This framework is informed by three aspects of the strategic planning process, namely, formulation, implementation, and evaluation, as determinants of the quality of implementation of the Qatarization strategy and how the latter, along with the three sets of strategic planning variables, influence the success of this strategy. In surveying 313 managers from organizations in Qatar, the study contributes to several streams of the literature: strategic HRM, nationalization, and strategic management, where the findings show that the implementation quality of Qatarization strategy is shaped by all three as aspects of the strategic planning process and that the success of this strategy cannot adequately be targeted without such an integrative perspective. However, the findings also suggest that the three aspects do not contribute equally to the success of this strategy. These findings entail several implications for managers, including the importance of paying heed to the comprehensive concept of integrative strategic planning in general, and the important role that formal planning plays when ensuring the success of publicly mandated HRM strategies.
In spite of accruing concerted scholarly and managerial interest since the 1950s in corporate social responsibility (CSR), its implementation is still a growing topic as most of it remains ...academically unexplored. As CSR continues to establish a stronger foothold in organizational strategies, understanding its implementation is needed for both academia and industry. In an attempt to respond to this need, we carry out a systematic review of 122 empirical studies on CSR implementation to provide a status quo of the literature and inform future scholars. We develop a research agenda in the form of an integrated framework of CSR implementation that pronounces its multi-dimensional and multi-level nature and provides a snapshot of the current literature status of CSR implementation. Future research avenues relating to multi-level studies, theoretically supported research models, developing economy settings, and more are recommended. Practitioners can also benefit through utilizing the holistic framework to attain a bird’s eye view and proactively formulate and implement CSR strategies that can be facilitated by collaborations with CSR scholars and experts.
•The extant research on balanced scorecard (BSC) in the hospitality and tourism industry.•The trends and effectiveness of balanced scorecard (BSC).•How to develop the understanding and practice of ...balanced scorecard (BSC).•Balanced scorecard (BSC) is a key component in developing sustainable tourism.•Balanced scorecard (BSC) contributes to the development of new tourism management.
After its introduction in 1992, the balanced scorecard (BSC) has attracted considerable interest from both scholars and practitioners. This is evidenced by the increasing number of publications addressing BSC and the large number of professional events devoted to it. However, there is little research on BSC in the hospitality and tourism industry. This study aims to contribute towards filling this significant gap through studying 106 top-ranked journal articles on BSC, of which 37 belong to the hospitality and tourism industry. In so doing, the study highlights the research focus that has been placed so far on BSC and examines its trends and the relationships amongst its perspectives. It also provides valuable input to identify gaps currently impeding BSC development in the hospitality and tourism industry, recommends future research opportunities intended to improve understanding and practice of BSC along with building up on emerging research topics like sustainable tourism and new tourism management.
Sustainable tourism garnered interest as the United Nations set goals that could be met by the tourism industry. However, sustainability performance metrics have been peripheral in the hospitality ...industry. This study pushes for the importance of performance management in the hospitality industry through proposing a multi-dimensional sustainability balanced scorecard scale and exploring the causal relationships using a mixed methods research design comprising including in-depth interviews and survey research. The resultant performance management scale is measured by six perspectives including society and environment and an additional perspective of ‘health and safety’ is proposed in the post-hoc analysis to account for global pandemics, particularly the topical COVID-19 pandemic situation. The model illustrates the presence of complex relationships between the six perspectives. Further, the developed scorecard can allow hotel managers to be more cognizant by enabling them to uncover which facets of their service (customer, employee, or processes) are impacting the hotel's financial and sustainability performance and take appropriate strategic decisions.
•Developing a performance management framework for the hospitality industry.•Sustainability balanced scorecard (SBSC) for Indian & South Asian hotel industry.•Illustrating the presence of complex relationships among the six SBSC perspectives.•Impact of COVID-19 pandemic on hospitality industry and performance measurement.•New health and safety perspective to assist hospitality industry survive business.
In order to link different aspects of the balanced scorecard (BSC), i.e., learning, innovation, internal business, customer, and financial perspectives, Kaplan and Norton developed the concept of ...strategy maps to help managers recognize how improvement in one perspective would affect the other perspectives and ultimately improve financial results. Despite its importance and the fact that the BSC has been studied extensively over the last three decades, the concept of causality among BSC perspectives is not adequately explained and remains ambiguous. To fill this research gap, we collected data from 175 five- and four-star hotels located in two Gulf Cooperation Council countries (GCC), namely, the United Arab Emirates (UAE) and Qatar, and examined the causal links among the overall perspectives of the BSC framework. Our path analysis results provide empirical support to the traditional cause-and-effect relationships in the BSC and portrays new findings pertaining to segregation of innovation and learning perspectives and the presence of indirect relationships between learning and customer perspectives.
•Balanced scorecard in the GCC hotel industry is semi-hierarchical in nature•Innovation and learning perspectives are treated as two stand-alone perspectives•Learning perspective forms the foundational perspective of the balanced scorecard•Balanced scorecard is both a metric to assess performance and a system to manage strategy
PDF
