Graduation Year

2024

Document Type

Dissertation

Degree

D.B.A.

Degree Granting Department

Business

Major Professor

Jean Kabongo, Ph.D.

Co-Major Professor

Douglas Hughes, Ph.D.

Committee Member

Joann Quinn, Ph.D.

Committee Member

Sajeev Varki, Ph.D.

Committee Member

Aharon Yoki, Ph.D.

Keywords

Hospitality industry, Customer experience, Service quality, Operations efficiency

Abstract

This study examines experienced hoteliers' perspectives on essential operational practices for delivering consistent, high-quality customer experiences, focusing on operational differences between Chinese State-Owned Hotels (SOHs) and International Branded Hotels (IBHs) in China. Through semi-structured interviews with 24 experienced hoteliers from SOHs and IBHs, the research identifies operational practices in IBHs that are perceived as more effective than those in SOHs. Additionally, the study explores operational practices that SOHs and IBHs could adopt and adapt to succeed in China’s post-pandemic hotel market. The analysis is framed by the Resource-Based View (RBV), Dynamic Capabilities (DCs), Market Orientation (MO), and the role of Total Quality Management (TQM) as a dynamic capability. The findings reveal three key areas of variation in operational practices between SOHs and IBHs: People-Centered Operational Practices for Customer Experience, Operational Consistency and Innovation, and Operational Alignment for Sustainable Performance. Four specific areas of operational practices contribute to good customer experiences in IBHs: Define Desired Identity and Values and Standardize Offerings; Marshall Resources and Support for Execution; Indoctrinate, Equip, and Train Personnel for Delivery; and Institute Appropriate Controls and Evaluation Systems to Ensure Continuous Improvement. The study provides actionable insights into integrating tangible and intangible operational resources with dynamic capabilities, which could help SOHs and IBHs thrive in the evolving Chinese hotel market. Although the study does not focus on the 'state ownership' characteristic of SOHs, it highlights the distinct resources and capabilities of SOHs and IBHs in a highly competitive environment. Practically, the findings aim to inspire improvements in customer-centric operational practices for both hotel types in China’s post-pandemic market.

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