Strategic alliances: a hospitality industry perspective |
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Authors: | Prakash K Chathoth Michael D Olsen |
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Institution: | a Department of Hospitality Management, College of Business, San Francisco State University, 1600 Holloway Avenue, San Francisco, CA 94132, USA;b Department of Hospitality and Tourism Management, Pamplin College of Business, Virginia Polytechnic Institute and State University, Blacksburg, VA 24031-0429, USA |
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Abstract: | The article focuses on strategic alliance theory as it applies to the hospitality industry. Citing research as well as real-world examples, the authors integrate a variety of concepts and develop four propositions about the growing use of strategic alliances in the hospitality industry. These propositions include the following: P1: Hospitality alliances will evolve from equity joint ventures to collaborative joint ventures (non-equity) as competitor alliances will emerge. P2: Contractual agreements will evolve from simple franchise and management contracts to more complex resource-sharing, non-equity agreements. P3: Complex resource sharing between allying partners will help incumbent firms build relationships with partner firms that will lead to the development of competitor alliances. P4: Technology will help in the development of competitor alliances, which will also help to increase incumbent firms’ productivity and profitability. |
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Keywords: | Alliance Joint venture Collaboration Management contract Franchise agreement Interdependence Market power theory Transaction cost economics Resource based view Governance mechanisms |
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