|Hotel revenue management integration in Asia an organizational behaviour perspective
|Hong Kong Polytechnic University -- Dissertations
|School of Hotel and Tourism Management
|170 pages : illustrations
|The application of revenue management was first introduced to the airline industry in 1985 by American Airlines (AA) and widely adopted by other industries, including hotels, car rental, entertainment, theme parks, etc. since early 1990s. Many companies were inspired by the success of revenue management application and the successful integration of revenue management was profoundly recognized by several U.S. corporations and had spread to nearby countries. Most of the previous studies on revenue management have predominantly concentrated on the technical aspect of revenue management implementation; however we should not lose sight of the organizational behavior aspect. Therefore, this study identifies and describes several key factors that determine the success in revenue management integration in the hotel industry in Asia. Most of the previous studies on revenue management have predominantly concentrated on the technical aspect of revenue management implementation; however, we should not lose sight of the organizational behavior aspect. The organizational behavior aspect, which is explored heavily in this research, can be crucial to the successful implementation of revenue management and can determine the outcome and benefits of such a program. Some companies enjoy much greater success with revenue management than others (Cross R. G., 1997) , and a few do not see any revenue improvements at all. This research incorporates a qualitative design model that facilitates the systematic implementation of procedures that allow for the simultaneous execution of collecting and analyzing data, developing and modifying theory, elaborating or refocusing the research questions, and identifying and addressing validity threats. The study incorporates the Straussian strand of grounded theory that promotes developing emergent theories of social action through the identification of analytical categories and the relationships between them.
This research utilized data from in-depth interviews. Twelve participants were interviewed and interacted with over an eight month duration that included, on average, twelve meetings and more than a dozen communications by email or phone. The total interface time with each participant was on average more than seven hours. The results of this study include a list of factors from the organizational behavior perspective that may aid revenue management integration in hotel organizations in Asia. Specifically, it has investigated the key considerations influencing hotel operators as they look to integrate revenue management into their organization. In addition, a conceptual model is presented of the revenue management integration from the context of organizational behavior. This paper contributes to academia through the empirical investigation and construction of a theory that draws from and accounts for the affects of organizational behavior and cultural impacts as they relate to the successful implementation of revenue management in Asian hotels. This research also has significant implications for hotel organizations. Successfully integrating revenue management into an organization has the potential to give the organization a competitive advantage. This study utilized grounded theory and was able develop a theory that extends the understanding of researchers and professionals about revenue management integration in the hotel organization. This study has shed light on the key success factors and the potential application of these factors in the revenue management integration process.
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