现代酒店连锁经营优势及其运行策略探讨

文章首先介绍了现代酒店连锁经营的背景,然后阐述了其经营的优势,剖析了其经营形式和运行模式,并就做好现代酒店连锁经营的具体策略进行了探讨。     

试论酒店业餐饮的经营改革策略

随着我国人民生活水平的不断提高,星级酒店的餐饮产品和服务已不仅仅限于高层次消费者。然而酒店真的应该毫无选择地开门迎客吗?文章从分析酒店业餐饮目前面临的市场环境入手,通过与社会餐馆作比较,阐明了酒店餐饮经营思路改革的必然性和经营策略选择。文章试图揭示酒店餐饮经营规律,从而促使酒店餐饮经营适应市场的需要,以期达到有利于提高酒店整体经济效益的目的。     

Implementing a corporate environmental strategy: establishing coordination and control within multinational companies

This article presents the results of an empirical study that investigated coordination and control within multinational companies over six key aspects of their environmental strategy. Specifically, it first examines the level of centralization of these key issues. Second, it investigates whether there is a positive relation between three variables associated with organizational complexity and the level of centralization of the environmental issues. Statistical analyses of the data obtained from a sample of 98 North American multinationals were conducted. The study's results revealed that most companies have adopted a global environmental standard to govern their worldwide business activities that is supported by strong central controls over both environmental performance evaluation of facilities and decisions regarding the development of environmental programs. Results also revealed that there are limited links between organizational complexity and most aspects of the environmental strategy. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Corporate environmental performance,environmental management and firm risk

Using a sample of 1,632 U.K. firm‐year observations from 2002 to 2013, this paper investigates the impact of multidimensional corporate environmental performance (CEP) on firm risk. Considering two dimensions of CEP, namely environmental management performance (EMP) and environmental operational performance (EOP), we find that EMP serves as an effective mechanism in reducing firm risk, and such an effect is mainly driven by the manufacturing sector. Meanwhile, there is no clear association between EOP and firm risk. However, our findings highlight a moderating effect of EOP on the relationship between negative EMP and firm risk. This provides new insights into the value of multidimensional CEP and suggests that the complex relationship between outcome‐ and process‐based environmental performance is important for understanding the real effects of CEP on firm risk. Our results have important implications for managerial decision‐making in strategy and risk management, as well as for policymaking in environmental regulation.     

Corporate environmental performance evaluation: a measurement model and a new concept

While many third‐party organizations are practically evaluating corporate environmental performance (CEP), few academic studies have paid attention to third‐party environmental performance evaluation (EPE). To answer the question of what should be measured for third‐party EPE, we develop an environmental performance measurement (EPM) model consisting of environmental management performance (EMP) and environmental operational performance (EOP), and hypothesize that EMP be measured by four management performance indicators (MPIs: organizational system, stakeholder relations, operational countermeasures and environmental tracking) and EOP be measured by two operational performance indicators (OPIs: inputs and outputs). Further, to answer the question of how to enable third‐party EPE comparable across companies from different (sub‐)sectors, we propose to use the environmental intensity change index (EICI) as a measure of OPIs. Empirical tests confirm that the EICI and the evaluation based on it are comparable across companies from different sub‐sectors. Empirical tests also support the existence of the MPIs and OPIs and the two‐dimensioned constructs of CEP. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment.     

Human resource management control system and firm performance: a contingency model of corporate control

This study explores how corporate controls used by the parent company of a conglomerate affect subsidiaries' human resource management (HRM) control–performance relationship. Empirical results from 93 firms reveal that the appropriate use of HRM control systems was a contributing factor to firm performance. When a subsidiary's approach to HRM was based on behavior control, performance was lower when the parent company emphasized financial control. When a subsidiary's approach to HRM was based on output control, performance was higher when the parent company emphasized either strategic or financial control. When a subsidiary's approach to HRM was based on input control, performance was higher when the parent company emphasized strategic control.     

Why do standardized ISO 14001 environmental management systems lead to heterogeneous environmental outcomes?

Institutional theories and resource‐based views have suggested that, although they appear similar externally, standardized management systems may be implemented very differently in different organizations. This variability in implementation may be responsible for the heterogeneous performance of these standardized management systems. The current literature on the environmental impacts of ISO 14001 certification has largely neglected this phenomenon. Drawing on our survey of all US 14001 certificate holders, this study finds that great variability does exist in facilities' implementation of ISO 14001 standards. This heterogeneity has a significant impact on the linkage between ISO 14001 certification and facilities' environmental performance. In particular, we find that facilities that integrate ISO 14001 standards into their daily operations are more likely to report improvements in environmental performance. Environmental improvements are also more likely to occur in facilities that include performance management elements in their ISO 14001 standards. Furthermore, both types of facility are more likely to report that ISO certification contributes to this improvement. Neglecting the heterogeneity in facilities' implementation of ISO 14001 standards may explain the instability of findings from the empirical literature investigating the impacts of ISO 14001 certification. Theoretically, this paper informs the understanding of heterogeneous organizational behavior under isomorphic pressures. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.     

兵团中小企业绩效管理问题及对策

绩效管理是企业人力资源管理的核心内容,成功实施绩效管理,能够促进企业绩效与竞争力的提升,并实现企业和员工的共同发展。文章通过问卷调研的形式,分析了兵团中小企业在绩效管理实施过程中存在的问题及成因,并为其改进和提高绩效管理水平提出了对策和建议。     

Net-zero emission targets and the role of managerial environmental awareness,customer pressure,and regulatory control toward environmental performance

To avoid the worst effects of global warming, countries agreed to limit warming below 2.0°C and ideally to 1.5°C preindustrial level. This requires countries to drop half of their greenhouse gas emission by 2030 and reach net-zero emission by 2050. In this regard, current study explores the role of green production as a mediator in the impact of managerial environmental awareness, customer pressure, and regulatory control on environmental performance. The data collected from 381 managers was analyzed using structural equation modeling (SEM) technique. Results indicate that customer pressure, regulatory control, and managerial environmental awareness play a pivotal role toward green production, whereas only managerial environmental awareness among them directly influences environmental performance. Green production fully mediates the relationship from customer pressure and regulatory control to environmental performance. However, it partially mediates the relation between managerial environmental awareness and environmental performance. Similarly, the importance of green production for environmental performance is highlighted.     

Two Dimensions of Corporate Sustainability Assessment: Towards a Comprehensive Framework

Over the last years, many approaches have emerged that attempt to measure the contribution of firms to sustainable development, i.e. corporate sustainability. Our review of existing methodologies for the assessment of corporate sustainability reveals two major shortcomings. First, value creation as a core condition for sustainability as well as for further contributions to economic sustainability is often ignored in these assessments, suggesting that financial and non‐financial organizational processes are separable. Second, existing approaches fail to differentiate between the actual contribution of a firm to sustainability on the one hand, and governance‐related features aimed at attaining this contribution on the other. We argue that the implementation of sustainability‐oriented organizational structures and managerial instruments alone does not necessarily guarantee sustainability performance. Therefore, besides the dimension of current sustainability performance, we introduce the notion of sustainability governance as a second distinct dimension of corporate sustainability assessment. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

Environmental strategy and low waste operations: exploring complementarities

Organizations require guidance on the most effective functional areas in which to invest in order to improve and sustain environmental performance. As managerial practices progress from concerns with compliance towards practices seeking competitive advantage, more theory is needed regarding the manner in which corporate strategy and operational practices influence environmental performance. This research considers the potential for previously under‐researched complementarities between strategy and operations and the bridging role of environmentally specific practices such as the use of environmental experts as determinants of environmental performance. Using a sample of manufacturing firms, this study explores the relative contribution to environmental performance of strategic intentions, core operational practices such as data and quality management and environmentally specific practices that link strategy to operations. The most significant influence on environmental performance was found to be environmental expertise – which creates a bridge between strategy and operations – and information‐intensive practices such as quality and data management. Strategic intentions or core operational practices in isolation were not considered sufficient support to successfully maintain or improve environmental performance. This research provides a contribution to our understanding of interactions between those functions that have the greatest influence on environmental performance management in manufacturing firms. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.     

Open search strategies and firm performance: The different moderating role of technological environmental dynamism

Mainly driven by the rapid progress of the ‘open innovation’ paradigm, previous research has devoted considerable efforts in investigating how the degree of openness to external knowledge influences firms׳ innovation performance. However, much less is known about its impact on performance at the firm level. Moreover, the question of which open search strategy is more suitable depending on environmental features is unresolved. We focus on breadth and depth as two distinct open search strategies and claim that, besides their different benefits in terms of learning and innovation, it is also necessary to consider their costs. Based on survey data of 248 high-technology manufacturing Spanish firms, this study extends recent research about the context dependency of openness effectiveness by showing that the effect of these two open search strategies on perceived firm performance is contingent with technological environmental dynamism in a reverse fashion. While search breadth is found to be positively associated with performance in less technologically dynamic environments, it seems to hurt performance in more dynamic contexts. On the contrary, while search depth is found to have a positive effect on performance in highly technologically dynamic environments, it appears to harm firm performance in more stable contexts.     

Managing information sharing and stewardship for public-sector collaboration: a management control approach

Information sharing is essential for public-sector collaboration but needs to be balanced with information stewardship obligations. There is little research on how public-sector managers can influence the attitudes and behaviours of their employees to achieve these competing objectives. To investigate this, the study applies a management control framework to a case study of a law enforcement organization attempting to improve its information sharing and stewardship. The study extends prior literature by providing insights into the specific effects that different management controls have for the information sharing and stewardship behaviours of employees involved in public-sector collaboration.     

Environmental management practices and financial performance using data envelopment analysis in Japan: The mediating role of environmental performance

This study investigates the relationship between environmental management practices (EMPs) and financial performance (FP) and consequently ascertains whether environmental performance (EP) can mediate the EMPs–FP nexus. Distinctly using data envelopment analysis and generalised method of moments techniques to analyse a comprehensive dataset of Nikkei 225 listed firms from 2007 to 2018 (1920 firm-year observations), our findings first suggest that EMPs have a positive effect on FP. Second, the desired EP can be achieved through the adoption of comprehensive EMPs. Third, improved EP has a substantial impact on shaping the EMPs' effect on FP. These findings are consistent with the predictions of resource-based view and institutional theories. The results are robust to controlling for different types of alternative measures and endogeneities. The findings have important implications for academics, investors, managers, policymakers and regulators.     

Evaluating environmental and social performance of large Portuguese companies: a balanced scorecard approach

A thematic balanced scorecard format was used to address environmental and social performance evaluation of 13 large companies operating in Portugal. Financial aspects of environmental and social company activities are also included. Companies were categorized as to their actual performance status using a predefined performance framework. Three categories were found: compliance with the law while emphasizing pollution control, pollution prevention and eco‐efficiency. Management tools and procedural matters were found to be most relevant for categorization. Often, reported information did not allow for quantitative evaluation of environmental burden reduction. Use of the thematic balanced scorecard format was useful to better understand the strengths and weaknesses of links between objectives and measurements, initiatives and achievements. Improvement as to environmental performance was found to be paralleled by increased social performance, suggesting that a multi‐level ‘sustainability’ performance categorization of these Portuguese companies is feasible. Driving forces for environmental management initiatives were found to differ by category of performance. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.     

Environmental issue management: towards a multi‐level theory of environmental management competence

The continuity and profitability of business firms are under constant threat from environmental issues – forthcoming developments in the environmental domain or involving environmental stakeholders that are likely to have an important impact on the ability of the enterprise to meet its objectives. Managers must forge responses to such issues, but must they respond in an ad hoc fashion to every issue or can they develop more coherent environmental management competences? Empirical evidence was collected from a case study of the environmental issue management practices of Unilever, one of the largest food and personal care companies in the world. This company's approach to dealing with the issue of genetically modified ingredients reveals that issue managers face a complex level‐of‐analysis problem when confronting environmental issues: how to translate individual‐level knowledge into organization‐level outcomes? The theory developed here suggests that once firms learn how to span this chasm, they are able not only to address discrete environmental issues, but also to build competitive environmental advantages through the development of integrative organizational competences. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.     

Human resource management and developing proactive environmental strategies: The influence of environmental training and organizational learning

The need to implement advanced approaches to protect the environment is forcing companies to refocus their internal procedures and actions. To match employees' capabilities and the organization itself to these new requirements, the human resource management department can offer some key tools. This article analyzes whether environmental training (ET) and organizational learning (OL) positively influence the development of proactive environmental strategies (PESs) and compares the two processes, which differ in the time, costs, and difficulty required to implement them. Companies in the tourism sector are currently facing a highly dynamic environment where innovativeness is a decisive factor for achieving competitiveness. As such, we analyze whether the presence or absence of innovativeness influences the development of these two mechanisms. Using a sample of 252 tourism companies, we tested these relationships using structural equation modeling. The findings showed that (1) innovativeness is an antecedent of implementing ET and OL in the companies sampled, (2) both mechanisms promote implementing PESs, and (3) ET is equally as effective as OL for this purpose. Managers should take these findings into account when deciding which mechanism to apply when striving to achieve environmental proactivity.     

More than a feeling: using hotel room attendants to improve understanding of job quality

Recent research by Adler and Adler reveals contradictory claims about the job quality of hotel room attendants; suggesting that an objectively ‘bad’ job can be perceived as subjectively ‘good’ by workers. This contradiction resonates with wider issues about how job quality is conceived – objectively and/or subjectively. Drawing on empirical research of room attendant jobs in upper market hotels in three cities in the UK and Australia, this paper addresses the contradiction by examining both the objective and subjective dimensions of job quality for room attendants. In doing so it refines Adler and Adler's work, constructs a new typology of workers and a new categorisation of job quality informed by workers characteristics and preferences. This categorisation improves conceptual understanding of job quality by enjoining its objective and subjective dimensions.     

Internationalization of private firms: environmental turbulence and organizational strategies and resources

Profiles of exporting and superior-performing private small and medium-sized enterprises (SMEs) are presented. Multivariate regression evidence suggests that SMEs focusing upon an offensive and market differentiation strategy of product/service protection is associated with the propensity and the intensity of exporting. Exporting SMEs are also associated with younger and manufacturing firms as well as firms with product or service quality and/or technology resources. The perceptions by SMEs of external environmental turbulence were not significantly associated with the exporting-dependent variables. Most notably, variables associated with exporting SMEs are not the same as those associated with superior firm performance. Moreover, exporting firms did not report superior levels of performance. Implications for policy-makers, practitioners and researchers are discussed.