Sostenibilidad y desempeño en la industria hoteleraEl papel mediador de las ventajas competitivas

  1. López-Gamero, María D.
  2. Pereira-Moliner, Jorge 1
  3. Molina-Azorín, José Francisco
  4. Tarí, Juan José
  5. Pertusa-Ortega, Eva M.
  1. 1 Universitat d'Alacant
    info

    Universitat d'Alacant

    Alicante, España

    ROR https://ror.org/05t8bcz72

Revue:
Cuadernos de turismo

ISSN: 1139-7861

Année de publication: 2022

Titre de la publication: Enero - Junio

Número: 49

Pages: 105-130

Type: Article

DOI: 10.6018/TURISMO.521811 DIALNET GOOGLE SCHOLAR lock_openDIGITUM editor

D'autres publications dans: Cuadernos de turismo

Résumé

La relación entre sostenibilidad y desempeño ha sido analizada en estudios previos sin llegar a un consenso en la industria hotelera. Este estudio examina la relación entre sostenibilidad y desempeño, y el efecto mediador de las ventajas competitivas en costes y diferenciación en dicha relación. Los resultados muestran que la sostenibilidad influye positivamente sobre el desempeño perceptual y sobre los ingresos por habitación disponible; la sostenibilidad tiene una relación directa con las ventajas en costes y diferenciación; y la ventaja en diferenciación media la relación entre sostenibilidad y desempeño.

Références bibliographiques

  • ALI, H.Y., DNISH, R.Q. y ASRAR-UL-HAQ, M. (2019): “How corporate social responsibility boosts firm financial performance: the mediating role of corporate image and customer satisfaction”, Corporate Social Responsibility and Environmental Management, vol. 27 (1), pp. 1-12.
  • ALIMARKET (2018): Hoteles. Base de Datos. https://www.alimarket.es/hoteles
  • ARMSTRONG, J. y OVERTON, T. (1977): “Estimating nonresponse bias in mail surveys”. Journal of Marketing Research, vol. 14 (3), pp. 396-402.
  • BARNEY, J.B. (2001): “Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view”, Journal of Management, vol. 27 (6), pp. 643-650.
  • BEAL, R.M. (2000): “Competing effectively: Environmental scanning, competitive strategy, and organizational performance in small manufacturing firms”, Journal of Small Business Management, vol. 38 (1), pp. 27-47.
  • BOU-LLUSAR, J. C., ESCRIG-TENA, A.B., ROCA-PUIG, V. y BELTRÁN-MARTÍN, I. (2009): “An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model”, Journal of Operations Management, vol. 27 (1), pp. 1-22.
  • CALVERAS, A.(2015): “Corporate social responsibility strategy in the hotel industry: evidence from the Balearic Islands”, International Journal of Tourism Research, vol. 17 (4), pp. 399-408.
  • CARMONA-MORENO, E., CÉSPEDES-LORENTE, J. y DE BURGOS-JIMÉNEZ, J. (2004): “Environmental strategies in Spanish hotels: Contextual factors and performance”, Service Industries Journal, vol. 24 (3), pp. 101-130.
  • CEPEDA-CARRIÓN, G., NITZL C. y ROLDÁN, J.L. (2017): “Mediation analyses in partial least squares structural equation modelling: Guidelines and empirical examples”, en Latan, H.y R.Noonan (Eds.) Partial Least Squares Path Modelling. Cham, Springer International Publishing, pp. 173-195.
  • CLAVER-CORTÉS, E., MOLINA-AZORÍN, J.F., PEREIRA-MOLINER, J. y LÓPEZ-GAMERO, M.D. (2007): “Environmental Strategies and Their Impact on Hotel Performance”, Journal of Sustainable Tourism, vol. 15 (6), pp. 663-679.
  • CVELBAR, L.K. y DWYER,L. (2013): “An importance-performance analysis of sustainability factors of long-term strategy planning in Slovenian hotels”, Journal of Sustainable Tourism, vol. 21 (3), pp. 487-504.
  • DE GROSBOIS, D. (2012): “Corporate social responsibility reporting by the global hotel industry: Commitment, initiatives and performance”, nternational Journal of Hospitality Management, vol. 31 (3), pp. 896-905.
  • DÉNIZ, J.J., VERONA, M.C. y BARRERA, J.J. (2017): “La información sobre responsabilidad social corporativa en los hoteles de las Islas Canarias”, Cuadernos de Turismo, nº 40, pp. 225-249.
  • FARHA, A.K.A., AL-KWIFI, O.S. y AHMED, Z.U. (2018): “Deploying partial least squares to investigate the influence of managerial assumptions on corporate social responsibility in the hotel industry”, Journal of Hospitality and Tourism Technology, vol. 9 (3), pp. 471-486.
  • FORNELL, C. y LARCKER, D.F. (1981): “Evaluating structural equation models in unobservable variables and measurement error”, Journal of Marketing Research, vol. 18 (1), pp. 39-50.
  • FREEMAN, R.E. (1984): Strategic Management: A Stakeholder Approach. Boston, Pitman.
  • FRIEDMAN, M. (1970): “The social responsibility of business is to increase its profits”, New York Times Magazine, September 13. Recuperado de https://www.nytimes.com/1970/09/13/archives/a-friedman-doctrine-the-social-responsibility-of-business-is-to.html
  • GALBREATH, J. y SHUM, P. (2012): “Do customer satisfaction and reputation mediate the CSR-FP link? Evidence from Australia”, Australian Journal of Management, vol. 37 (2), pp. 211-229.
  • GARAY, L. y FONT, X. (2012): “Doing good to do well? Corporate social responsibility reasons, practices and impacts in small and medium accommodation enterprises”, International Journal of Hospitality Management, vol. 31 (2), pp. 329-337.
  • GARAY, L. y FONT, X. (2013): "Corporate social responsibility in tourism small and medium enterprises evidence from Europe and Latin America”, Tourism Management Perspectives, vol. 7, pp. 38-46.
  • GARCÍA-RODRÍGUEZ, F.J. y ARMAS-CRUZ, Y. (2007): “Relation between social-environmental responsibility and performance in hotel firms”, International Journal of Hospitality Management, vol. 26 (4), pp. 824-839.
  • GHADERI, Z., MIRZAPOUR, M., HENDERSON, J.C. y RICHARDSON,S. (2019): “Corporate social responsibility and hotel performance: a view from Tehran, Iran”, Tourism Management Perspectives, vol. 29, pp. 41-47.
  • GONZÁLEZ-RODRÍGUEZ, M.R., MARTÍN-SAMPER, R.C., KÖSEOGLU, M.A. y OKUMUS, F. (2019): “Hotels’ corporate social responsibility practices, organizational culture, firm reputation, and performance”, Journal of Sustainable Tourism, vol. 27 (3), pp.398-419.
  • GOVINDARAJAN, V. (1988): “A contingency approach to strategy implementation at the business- unit level: Integrating administrative mechanisms with strategy”, Academy of Management Journal, vol. 31 (4), pp. 828-153.
  • HAIR, J.F. Jr., HULT, G.T., RINGLE, C.M. y SARSTEDT, M. (2017): A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM). Second Edition, SAGE Publications.
  • HENSELER, J., HUBONA, G. y RAY, P.A. (2016): “Using PLS path modeling in new technology research: Updated guidelines”, Industrial Management & Data Systems, vol. 116 (1), pp. 2-20.
  • HENSELER, J., RINGLE, C.M. y SARSTEDT, M. (2015): “A new criterion for assessing discriminant validity in variance-based structural equation modelling”, Journal of the Academy of Marketing, vol. 43, pp. 115-135.
  • HENSELER, J. (2017): “Bridging design and behavioral research with variance-based structural equation modelling”, Journal of Advertising, vol. 46 (1), pp. 178-192.
  • INE (Instituto Nacional de Estadística) (2020): Cuenta Satélite del Turismo de España (CSTE). Revisión Estadística 2019 Serie 2016 – 2019. Recuperado de https://www.ine.es/prensa/cst_2019.pdf
  • INOUE, Y. y LEE, S. (2011): “Effects of different dimensions of corporate social responsibility on corporate financial performance in tourism-related industries”, Tourism Management, vol. 32 (4), pp.790-804.
  • KANG, K. H., LEE, S. y HUH, C. (2010): “Impacts of positive and negative corporate social responsibility activities on company performance in the hospitality industry”, International Journal of Hospitality Management, vol. 29 (1), pp. 72-82.
  • KONG, Y., ANTWI‐ADJEI, A. y BAWUAH, J. (2020): “A systematic review of the business case for corporate social responsibility and firm performance”, Corporate Social Responsibility and Environmental Management, vol. 27 (2), pp. 444-454.
  • LEE, M.P. (2008):“A review of the theories of corporate social responsibility: its evolutionary path and the road ahead”, International Journal of Management Reviews, vol. 10 (1), pp. 3-73.
  • LEE, J. y MILLER, D. (1996): “Strategy, environment and performance in two technological contexts: Contingency theory in Korea”, Organization Studies, vol. 17 (5), pp. 729-750.
  • LEE, S. y PARK, S-Y. (2009): “Do socially responsible activities help hotels and casinos achieve their financial goals?”, International Journal of Hospitality Management, vol. 28, pp. 105-112.
  • MALDONADO-ERAZO, C.P., ÁLVAREZ-GARCÍA, J.A., DEL RÍO-RAMA, M.C. y CORREA-QUEZADA, R. (2020): “Corporate Social Responsibility and Performance in SMEs: Scientific Coverage”, Sustainability, vol. 12 (6), pp. 2.332.
  • MILLER, D. (1988): “Relating Porter's business strategies to environment and structure: Analysis and performance implications”, Academy of Management Journal, vol. 31 (2), pp. 280-308.
  • NITZL, C., ROLDÁN, J.L. y CEPEDA, G. (2016): “Mediation analysis in partial least squares path modelling”, Industrial Management and Data Systems, vol. 116 (9), pp. 1.849-1.864.
  • ORLITZKY, M., SCHMIDT, F.L. y RYNES, S.L. (2003): “Corporate social and financial performance: a meta-analysis”, Organization Studies, vol. 24 (3), pp. 403-441.
  • OTHMAN, N.Z. y HEMDI, M.A. (2014): “Corporate Social Responsibility (CSR) activities, Brand image and hotel guest retention”, en Sumerjan, N. et al. (Eds.) Hospitality and Tourism: Synergizing Creativity and Innovation in Research. CRC Press, pp. 17-21.
  • PALACIOS-FLORENCIO, B., GARCÍA DEL JUNCO, J., CASTELLANOS-VERDUGO, M. y ROSA-DÍAZ, I.M. (2018): “Trust as mediator of corporate social responsibility, image and loyalty in the hotel sector”, Journal of Sustainable Tourism, vol. 26 (7), pp. 1.273-1.289.
  • PEREIRA MOLINER, J., MOLINA AZORÍN, J.F., TARÍ GUILLÓ, J.J., PERTUSA ORTEGA, E.M. y LÓPEZ GAMERO, M.D. (2019): “Sostenibilidad, calidad, innovación y ventaja competitiva en el sector hotelero: un estudio de caso”, Revista Internacional de Turismo, Empresa y Territorio, vol. 3 (1), pp. 1-21.
  • PODSAKOFF, P.M. y ORGAN, D.W. (1986): “Self-reports in organizational research: Problems and prospects”, Journal of Management, vol. 12 (4), pp. 531-544.
  • RAMANATHAN, R., RAMANATHAN, U. y ZHANG, Y. (2016): “Linking operations, marketing and environmental capabilities and diversification to hotel performance: A data envelopment analysis approach”, International Journal of Production Economics, vol. 176, pp. 111-122.
  • RIGDON, E.E. (2016): “Choosing PLS path modelling as analytical method in European management research: A realist perspective”, European Management Journal, vol. 34 (6), pp. 598-605.
  • RINGLE, C.M., WENDE, S. y BECKER, J.A. (2014). SmartPLS 3. Hamburg. http://www.smartpls.de
  • SAINAGHI, R., PHILLIPS, P. y ZAVARRONE, E. (2017): “Performance measurement in tourism firms: A content analytical meta-approach”, Tourism Management, vol. 59, pp. 36-56.
  • SILA, I. y CEK, K. (2017): “The impact of environmental, social and governance dimensions of corporate social responsibility on economic performance: Australian evidence”, Procedia Computer Science, vol. 120, pp. 797-804.
  • TANG, Y.H., AMRAN, A. y GOH, Y.N. (2014):“Environmental management practices of hotels in Malaysia: Stakeholder perspective”, International Journal of Tourism Research, vol. 16 (6), pp. 586-595.
  • TARÍ, J.J., CLAVER-CORTÉS, E., PEREIRA-MOLINER, J. y MOLINA-AZORÍN, J.F. (2010): ” Levels of quality and environmental management in the hotel industry: Their joint influence on firm performance”, International Journal of Hospitality Management, vol. 29 (3), pp. 500-510.
  • TARÍ, J.J., MOLINA, J.F. y CASTEJÓN, J.L. (2007): “The relationship between quality management practices and their effects on quality outcomes”, European Journal of Operational Research, vol. 183 (2), pp. 483-501.
  • TEECE, D. (2014): “The foundations of enterprise performance: dynamic and ordinary capabilities in an (economic) theory of firms”, Academy of Management Perspectives, vol. 28 (4), pp. 328-352.
  • THEODOULIDIS, B., DIAZ, D., CROTTO, F. y RANCATI, E. (2017): “Exploring corporate social responsibility and financial performance through stakeholder theory in the tourism industries”, Tourism Management, vol. 62, pp. 173-188.
  • UNWTO (United Nations World Tourism Organization) (2019): El turismo y los ODS. Recuperado de http://www2.unwto.org/es/content/el-turismo-y-los-ods
  • WEF (World Economic Forum) (2019): The Travel & Tourism Competitiveness Report 2019. Recuperado de https://www.weforum.org/reports/the-travel-tourism-competitiveness-report-2019
  • XIE, X., JIA, Y., MENG, X. y LI, C. (2017): “Corporate social responsibility, customer satisfaction, and financial performance: The moderating effect of the institutional environment in two transition economies”, Journal of Cleaner Production, vol. 150, pp. 26-39.
  • ZHU, Y., SUN, L-Y. y LEUNG, S.M. (2014): “Corporate social responsibility, firm reputation, and firm performance: the role of ethical leadership”, Asia Pacific Journal of Management, vol. 31, pp. 925-947.
  • ZOLLO, M. y WINTER, S. (2002): “Deliberate learning and the evolution of dynamic capabilities”, Organization Science, vol. 13 (3), pp. 339-351.