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研究生:林婉儀
研究生(外文):Wan-Yee Lah
論文名稱:ServiceInnovationinHotelIndustry:ACross-nationalComparativeAnalysis
論文名稱(外文):Service Innovation in Hotel Industry : A Cross-national Comparative Analysis
指導教授:陳家祥陳家祥引用關係
指導教授(外文):Ja-shen Chen
學位類別:碩士
校院名稱:元智大學
系所名稱:企業管理學系
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
畢業學年度:97
語文別:英文
論文頁數:66
中文關鍵詞:TOE FrameworkService innovation managementSustainable competitive advantageHotel industry
外文關鍵詞:TOE FrameworkService innovation managementSustainable competitive advantageHotel industry
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International tourism is one of the major vehicles of economic development in industrializing countries in the twenty-first century. Countries with tourism-based economies keep developing strategies and approaches for employing their comparative advantages to remain competitive. However, rapid globalization has increased the competitiveness in the tourist industry even more complex, including hotel industry. The industry players not only have to compete locally or nationally, but globally. Reduction of operations cost no longer the core competence that contributes to a firm’s performance. Other strategies such as organizational effectiveness, increase of market share, improvement of customer retention and service innovation has become key capabilities that provide better benefits to the firms. Therefore, this research employs a cross-national, survey-based methodology to find out the model that suitable to help a hotel to understand its’ internal and external factors that may contributes in delivering better performance. This study proposes a hotel’s technology-organization-environment (TOE) context is significant to service innovation management which leads to achieving sustainable competitive advantage.
A total of 204 hotels from Taiwan and Malaysia is used to test the conceptual model and hypotheses. The findings lead to several key findings: (1) Technological context and organizational context are positively affects service innovation management. (2) The service innovation management in the hotel is related to its’ sustainable competitive advantage significantly. (3) Overall, the model is comparatively better in explaining the practices in Taiwan. However, the technological context is comparatively more significant for Malaysian hotel operators; and the organizational context is rather more important in Taiwan. The insights from this study can help the hotel managers from both Taiwan and Malaysia to have a better understanding of the current phenomenon in the industry and manage their service innovation more efficiently in gaining sustainable competitive advantage. The researcher suggested developing other factors, i.e. flexibility and safety to be included into TOE framework as it facilitates creativity, innovation and speed that able to contribute to sustainable competitive advantage.
International tourism is one of the major vehicles of economic development in industrializing countries in the twenty-first century. Countries with tourism-based economies keep developing strategies and approaches for employing their comparative advantages to remain competitive. However, rapid globalization has increased the competitiveness in the tourist industry even more complex, including hotel industry. The industry players not only have to compete locally or nationally, but globally. Reduction of operations cost no longer the core competence that contributes to a firm’s performance. Other strategies such as organizational effectiveness, increase of market share, improvement of customer retention and service innovation has become key capabilities that provide better benefits to the firms. Therefore, this research employs a cross-national, survey-based methodology to find out the model that suitable to help a hotel to understand its’ internal and external factors that may contributes in delivering better performance. This study proposes a hotel’s technology-organization-environment (TOE) context is significant to service innovation management which leads to achieving sustainable competitive advantage.
A total of 204 hotels from Taiwan and Malaysia is used to test the conceptual model and hypotheses. The findings lead to several key findings: (1) Technological context and organizational context are positively affects service innovation management. (2) The service innovation management in the hotel is related to its’ sustainable competitive advantage significantly. (3) Overall, the model is comparatively better in explaining the practices in Taiwan. However, the technological context is comparatively more significant for Malaysian hotel operators; and the organizational context is rather more important in Taiwan. The insights from this study can help the hotel managers from both Taiwan and Malaysia to have a better understanding of the current phenomenon in the industry and manage their service innovation more efficiently in gaining sustainable competitive advantage. The researcher suggested developing other factors, i.e. flexibility and safety to be included into TOE framework as it facilitates creativity, innovation and speed that able to contribute to sustainable competitive advantage.
ABSTRACT I
ACKNOWLEDGEMENT III
CONTENTS IV
List of Tables VI
List of Figures VII
Chapter 1 Introduction 1
1.1 Research Background and Motivations 1
1.2 Why compare Taiwan and Malaysia 4
1.3 Research Objectives 6
Chapter 2 Literature Review and Hypotheses 8
2.1 Service Innovation Management 10
2.2 Technology-organization-environment Framework 12
2.3 Sustainable Competitive Advantage 16
Chapter 3 Research Methodology 19
3.1 Instrument Design 19
3.2 Sampling 20
3.3 Data Collection 22
3.4 Operationalization of Constructs 25
Chapter 4 Data Analysis and Results 30
4.1 Sample Demographics 30
4.2 The Measurement Model 33
4.3 The Structural Model 40
4.3.1 Results of the Structural Model, Taiwan 40
4.3.2 Results of the Structural Model, Malaysia 42
4.4 Comparison of Taiwan and Malaysia 44
Chapter 5 Discussion and Conclusion 47
5.1 Discussion 47
5.1.1 TOE Framework and Service Innovation
Management 47
5.1.2 Service Innovation Management and
Sustainable Competitive Advantage 49
5.2 Managerial Implications 50
5.3 Limitations and Future Research 52
5.4 Conclusion 54
References 56
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