International Journal of Hospitality and Tourism Systems

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

The Relationship between Business Environment and Corporate Str Ategy: Evidence from Indian Hotel Industry.


Affiliations
1 Department of Tourism and Hotel Management, Kurukshetra University, Kurukshetra., India
     

   Subscribe/Renew Journal


Organizations from hotel sector are increasingly embracing the practice of corporate strategy in anticipation that this will translate to improved performance. Corporate strategy represents the way a firm plans to deploy its resources and to use its capability to achieve its goals. Recent research has pointed out the important role of the business environment on the corporate strategy choices by organizations. However, most of the researches have been conducted in advance economies. This paper extends the research on business environment and corporate strategy by presenting results from an emerging economy. Using data collected from hotels in India we demonstrate that in an emerging economy concerns about the environmental dynamism is the factor with the the strongest influence on corporate strategy choice.

Keywords

Corporate Strategy, Business Environment, Emerging Economy, Hotel, India
Subscription Login to verify subscription
User
Notifications
Font Size


  • Ansoff, H.I. (1987). Corporate Strategy, rev. edn. London:Penguin.

  • Banerjee, S.B. (2001). Corporate environmental strategies and actions. Management Decision, 39 (1), 36-46.

  • Banerjee, S.B. (2002). Corporate environmentalism: The construct and its measurement. Journal of Business Research, 55 (3), 177-191.

  • Barton S. & Gordon P. (1987). Corporate Strategy: Useful Perspective for the Study of Capital Structure? Academy of Management Review, 12, 67-75.

  • Beard, D. W., & Dess, G. G. (1981). Corporate-level strategy, business-level strategy,and firm performance. The Academy of Management Journal, 24(4), 663-688.

  • Borde, S. F. (1998). Risk diversity across restaurants. Cornell Hotel and Restaurant Administration Quarterly, 39(2), 64-69.

  • Bourgeois, L. J. (1980) Strategy and environment: A conceptual integration. Academy of Management Review, 5, 25-39.

  • Correia, Z. & Wilson, T.D. (1997) Scanning the business environment for information: A grounded theory approach. Information Research, 2 (4).

  • DeNoble, A., & Olsen, M. D. (1982). The relationship between the strategic planning process and the service delivery system, in The Practice of Hospitality Management.

  • Dev, C. (1988). Environmental uncertainty, business strategy and financial performance: A study of the lodging industry, Unpublished doctoral dissertation. Virginia Polytechnic Institute & State University, Blacksburg.

  • Hope, C. (2004) The impact of national culture on the transfer of 'best practice operations management’ in hotels in St Lucia. Tourism Management, 25, 45–59.

  • Jogaratnam, G. (1996). Environmental Munificence, Strategic Posture and Performance: An Exploratory Survey of Independent Restaurant Establishments, Unpublished doctoral dissertation. Virginia Polytechnic Institute and State University, Blacksburg, Virginia.

  • John, T. A. (1993). Accounting measures of corporate liquidity, leverage, and costs of financial distress. Financial Management, 91-100.

  • Jurkovich, R. (1974). A core typology of organizational environments. Administrative Science Quarterly, 3, 380-394.

  • Kallberg, J., & Parkinson, K. (1992). Corporate liquidity: Management and Measurement, Homewood, IL: Irwin.

  • Kim, C., Mauer, D. C, & Sherman, A. E. (1998). The determinants of corporate liquidity: Theory and evidence. Journal of Financial and Quantitative Analysis, 33(3), 335-359.

  • West, J. J. (1988). Strategy, Environmental Scanning, and Their Effect Upon Firm Performance: An Exploratory Study of The Food Service Industry. Unpublished doctoral dissertation. Virginia Polytechnic Institute & State University, Blacksburg.

  • White, C. & Rudall, L. (1999) Dimensions and measurement of internal serviced quality in the hospitality industry. Australian Journal of Hospitality Management, 6 (2), 13–22.

  • Venkatraman, N. & Prescott, J.E. (1990). Environmental strategy coalignment: An empirical test of its performance implications. Strategic Management Journal, 11(1), 1-23.

  • May, R.C., W.H. Jr., Stewart, and R., Sweo, (2000). Environmental scanning behaviour in a transitional economy: evidence from Russia. Academy of Management Journal, 43(3), 403-427.

  • Miles, R.E., & Snow, C.C. (1978). Organisation Strategy, Structure, and Processes, McGraw-Hill, New York, USA.

  • Beal, R.M. (2000). Competing effectively: environmental scanning, competitive strategy, and organisational performance in small manufacturing firms. Journal of Small Business Management, 38(1), 27-47.

  • Chaganti, R. R., & Mahajan, V. (1989). Profitable small business strategies under different types of competition . Entrepreneurship, Theory and Practice, 13(1), 21-35.

  • Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring Corporate Strategy, Text&Cases, Prentice Hall. Lynch, R., (2000).Corporate Strategy, Pearson Education Limited.

  • Lynch, R., (2000).Corporate Strategy, Pearson Education Limited.


Abstract Views: 435

PDF Views: 4




  • The Relationship between Business Environment and Corporate Str Ategy: Evidence from Indian Hotel Industry.

Abstract Views: 435  |  PDF Views: 4

Authors

Mohinder Chand
Department of Tourism and Hotel Management, Kurukshetra University, Kurukshetra., India
Sanjana
Department of Tourism and Hotel Management, Kurukshetra University, Kurukshetra., India

Abstract


Organizations from hotel sector are increasingly embracing the practice of corporate strategy in anticipation that this will translate to improved performance. Corporate strategy represents the way a firm plans to deploy its resources and to use its capability to achieve its goals. Recent research has pointed out the important role of the business environment on the corporate strategy choices by organizations. However, most of the researches have been conducted in advance economies. This paper extends the research on business environment and corporate strategy by presenting results from an emerging economy. Using data collected from hotels in India we demonstrate that in an emerging economy concerns about the environmental dynamism is the factor with the the strongest influence on corporate strategy choice.

Keywords


Corporate Strategy, Business Environment, Emerging Economy, Hotel, India

References