酒店联盟网络关系多样性、资源整合与酒店绩效关系
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摘要
文章综合运用社会网络理论和资源基础理论,深入探究酒店联盟网络提升酒店绩效的内在机制。在资源整合过程视角下,文章通过对359家酒店企业进行问卷调研,运用结构方程模型实证研究酒店联盟网络关系多样性、资源整合过程与酒店绩效的关系。研究发现:(1)在短期,酒店联盟网络关系多样性对酒店非财务绩效具有显著促进作用;(2)酒店资源整合(除资源识别外)对酒店绩效具有显著促进作用;(3)酒店联盟网络关系多样性对资源整合识别具有显著促进作用;(4)资源整合在酒店联盟网络关系多样性与酒店绩效关系中没有发挥中介作用。最后,基于上述研究成果,提出了对酒店联盟网络发展的建议。
There is a trend toward the establishment of strategic alliance networks in the Chinese hotel industry. Hotels have entered a new era that is based on resource integration, and competition in the hotel industry has increased. Thus the focus has changed to optimizing both the use of resources and the management of the organization. The development of alliance networks involving both vertical and horizontal strategic alliances is an important strategy for hotels during this period of industry transformation. In the hotel industry, a strategic alliance refers to a loose pattern of cooperation with other hospitality industry enterprises aimed at both achieving an organization's strategic objectives and maintaining their independence. With the development and evolution of hotel strategic alliances, hotels with either bilateral or multilateral corporate relationships with other organizations will gradually deepen those relationships to form an alliance network. A hotel alliance network usually refers to a hotel's relationship with two or more enterprises through various agreements and contracts, wherein the relevant resources of the member enterprises are integrated to form a network among the organizations, with the aim of achieving their strategic objectives. The term"network"refers to the multiple relationships between the member enterprises in relation to markets and resource sharing. A successful alliance network is an effective way for hotels to expand and integrate their resources.However, there have been few studies on hotel resource integration from the perspective of alliance networks, and studies on hotel performance have focused on hotel management rather than the impact of networks. Few scholars have conducted empirical research on the impact of hotel alliance networks on performance, and thus further research is required.This study analyzes the impact of hotel alliance networks on hotel performance utilizing social network theory and resource-based theory. It defines the concepts of hotel alliance network relationship diversity, hotel resource integration, and hotel performance, and proposes a method to evaluate various dimensions of hotel alliance network relationship diversity, hotel resource integration, and hotel performance. The study uses exploratory factor analysis and confirmatory factor analysis of data from359 hotels to develop scales to measure the extent of a hotel's alliance network relationship diversity,resource integration, and performance. Structural equation modeling is used to test hypothetical models of hotel alliance network relationship diversity, resource integration, and hotel performance.The results show that:(1) Hotel alliance network relationship diversity has a significant positive effect on nonfinancial performance;(2) Resource integration(in addition to resource identification) has a significant positive effect on hotel performance;(3) Hotel alliance network relationship diversity has a significant positive effect on resource identification;(4) It cannot be confirmed that resource integration is a mediated variable.The empirical results of this study provide a guide for managers of Chinese hotels, who should work to strengthen the alliance network relationship diversity of their organizations.
There is a trend toward the establishment of strategic alliance networks in the Chinese hotel industry. Hotels have entered a new era that is based on resource integration, and competition in the hotel industry has increased. Thus the focus has changed to optimizing both the use of resources and the management of the organization. The development of alliance networks involving both vertical and horizontal strategic alliances is an important strategy for hotels during this period of industry transformation. In the hotel industry, a strategic alliance refers to a loose pattern of cooperation with other hospitality industry enterprises aimed at both achieving an organization's strategic objectives and maintaining their independence. With the development and evolution of hotel strategic alliances, hotels with either bilateral or multilateral corporate relationships with other organizations will gradually deepen those relationships to form an alliance network. A hotel alliance network usually refers to a hotel's relationship with two or more enterprises through various agreements and contracts, wherein the relevant resources of the member enterprises are integrated to form a network among the organizations, with the aim of achieving their strategic objectives. The term"network"refers to the multiple relationships between the member enterprises in relation to markets and resource sharing. A successful alliance network is an effective way for hotels to expand and integrate their resources.However, there have been few studies on hotel resource integration from the perspective of alliance networks, and studies on hotel performance have focused on hotel management rather than the impact of networks. Few scholars have conducted empirical research on the impact of hotel alliance networks on performance, and thus further research is required.This study analyzes the impact of hotel alliance networks on hotel performance utilizing social network theory and resource-based theory. It defines the concepts of hotel alliance network relationship diversity, hotel resource integration, and hotel performance, and proposes a method to evaluate various dimensions of hotel alliance network relationship diversity, hotel resource integration, and hotel performance. The study uses exploratory factor analysis and confirmatory factor analysis of data from359 hotels to develop scales to measure the extent of a hotel's alliance network relationship diversity,resource integration, and performance. Structural equation modeling is used to test hypothetical models of hotel alliance network relationship diversity, resource integration, and hotel performance.The results show that:(1) Hotel alliance network relationship diversity has a significant positive effect on nonfinancial performance;(2) Resource integration(in addition to resource identification) has a significant positive effect on hotel performance;(3) Hotel alliance network relationship diversity has a significant positive effect on resource identification;(4) It cannot be confirmed that resource integration is a mediated variable.The empirical results of this study provide a guide for managers of Chinese hotels, who should work to strengthen the alliance network relationship diversity of their organizations.
引文
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(1)特许经营是指两个相互独立的酒店企业达成一个契约协议,协议规定一方(特许经营受许方)有权利在某一特定时间内、在给定的地点以另一方(特许经营方)的品牌名号进行运营。
(2)委托管理指酒店业主与酒店管理公司达成一个契约协议,协议规定业主将酒店营业收入的一部分支付给管理公司,而管理公司承担托管酒店具体业务管理,并对管理事项负全责。
(1)有效问卷样本来自全国30个省市自治区,香港特别行政区、澳门特别行政区、台湾省和西藏自治区除外。
(1)当模型的拟合指标均符合接受标准时,按照从简原则,选择χ2值相对较低,自由度(DF)相对较高的模型。
[2]HE Xiaorong.A study on the network performance based on franchising tourist hotel alliance and its influencing factors[J].Tourism Tribune,2009,24(12):54-59.[贺小荣.基于特许经营的旅游酒店联盟网络绩效及其影响因素研究[J].旅游学刊,2009,24(12):54-59.]
[3]CHEN Liying,TAO Tingfang.Empirical research on the domestic alliance network impact on foreign hotels'partner selection:The moderating effect of foreign hotel's experience in host country and it's perceived capability[J].Business Management Journal,2017,(1):147-164.[陈丽英,陶婷芳.东道国酒店联盟网络影响联盟伙伴选择研究--国际酒店经验和能力的调节效应[J].经济管理,2017,(1):147-164.]
[4]ZHANG Yibo,HE Jianmin.Effect of hotel alliance network on hotel performance:Mediating effect of resource integration process[J].Business Management Journal,2017,39(10):128-141.[张一博,何建民.酒店联盟网络规模对酒店绩效的影响--资源整合过程的中介效应[J].经济管理,2017,39(10):128-141.]
[5]BAUM J A C,CALABRESE T,SILVERMAN B S.Don't go it alone:Alliance network composition and startups'performance in Canadian biotechnology[J].Strategic Management Journal,2000,21(3):267-294.
[6]YI Chaohui.The relationship among network embeddedness,entrepreneurial orientation,and new firm performance[J].Science Research Management,2012,33(11):105-115.[易朝辉.网络嵌入、创业导向与新创企业绩效关系研究[J].科研管理,2012,33(11):105-115.]
[7]LI Chenlei,LIU Xielin,ZHU Li.Influence of structural characteristics of international R&D alliance network on company's innovative performance:Based on social capital theory[J].Science of Science and Management of S.&T,2017,(1):52-61.[李晨蕾,柳卸林,朱丽.国际研发联盟网络结构对企业创新绩效的影响研究--基于社会资本视角[J].科学学与科学技术管理,2017,(1):52-61.]
[8]GOERZEN A,BEAMISH P W.The effect of alliance network diversity on multinational enterprise performance[J].Strategic Management Journal,2005,26(4):333-354.
[9]ZHAO Yan,WANG Qi,GUO Xiawan.A study on performance of strategic alliances Inter-enterprise innovation network[J].East China Economic Management,2014,(1):108-112.[赵炎,王琦,郭霞婉.战略联盟企业间创新网络的创新绩效研究[J].华东经济管理,2014,(1):108-112.]
[10]PENG Wei,FU Zhengping.The relationship between alliance network and new venture growth:A contingency perspective[J].Chinese Journal of Management,2014,(5):659-668.[彭伟,符正平.权变视角下联盟网络与新创企业成长关系研究[J].管理学报,2014,(5):659-668.]
[11]ZHANG Yibo.Alliance network,resource combination and firm performance:A literature review and prospects[J].Modern Management Science,2016,(4):118-120.[张一博.联盟网络、资源整合与企业绩效关系研究述评与展望[J].现代管理科学,2016,(4):118-120.]
[12]Hitt M A,Biermant L,SHIMIZU K,et al.Direct and moderating effects of human capital on strategy and performance in professional service firms:A resourced-based perspective[J].Academy of Management Journal,2001,44(1):13-28.
[13]SIRMON D G,HITT M A,IRELAND R D.Managing firm resources in dynamic environments to create value:Looking inside the black box[J].Academy of Management Review,2007,32(1):273-292.
[14]CAI Li,YIN Miaomiao.The impact of learning ability of new ventures and dynamic resource bundling on firm performance[J].Management World,2009,(10):1-10.[蔡莉,尹苗苗.新创企业学习能力、资源整合方式对企业绩效的影响研究[J].管理世界,2009,(10):1-10.]
[15]ZHANG Gongyi,SUN Xiaoou.Empirical study on the influence of integration of science and technology resources on?corporate innovation performance[J].China Soft Science,2013,(5):92-99.[张公一,孙晓欧.科技资源整合对企业创新绩效影响机制实证研究[J].中国软科学,2013,(5):92-99.]
[16]PENG Wei,FU Zhengping.Effect of alliance network on enterprise competitive advantage:Mediating effect of knowledge resource acquiring and moderating effect of environmental uncertainty[J].Soft Science,2011,(6):105-115.[彭伟,符正平.联盟网络对企业竞争优势的影响:知识资源获取的中介效应与环境不确定性的调节效应[J].软科学,2012,(4):17-22.]
[17]ZHU Xiumei,LI Mingfang.The dynamic impact of the entrepreneurial network on the resource acquisition:An evidence base on China’s transitional economy[J].Management World,2011,(6):105-115.[朱秀梅,李明芳.创业网络特征对资源获取的动态影响--基于中国转型经济的证据[J].管理世界,2011,(6):105-115.]
[18]KOGUT B.Joint ventures:Theoretical and empirical perspectives[J].Strategic Management Journal,1988,9(4):319-332.
[19]UZZI B.Social structure and competition in inter firm networks:The paradox of embeddedness[J].Administrative Science Quarterly,1997,42(1):35-67.
[20]LI Ling,DANG Xinghua,JIA weifeng.The effect of network embeddedness upon effective acquisition of knowledge[J].Science of Science and Management of S.&T.,2008,29(12):97-100.[李玲,党兴华,贾卫峰.网络嵌入性对知识有效获取的影响研究[J].科学学与科学技术管理,2008,29(12):97-100.]
[21]BECKMAN C M,HAUNSCHILD P R.Network learning:The effects of partners'heterogeneity of experience on corporate acquisitions[J].Administrative Science Quarterly,2002,47(1):92-124.
[22]EISINGERICH A B,RUBERA G,SEIFERT M.Managing service innovation and inter organizational relationships for firm performance:To commit or diversify?[J].Journal of Service Research,2008,11(4):344-356.
[23]ZUO Zhigang.An integrative analysis of overseas enterprise strategic alliance research:Structural trends and integrated achievements[J].Foreign Economics&Management,2015,37(1):62-81.[左志刚.国外企业战略联盟研究的整体性分析:结构趋势与整合成果[J].外国经济与管理,2015,37(1):62-81.]
[24]DYER J H,SINGH H.The relational view:cooperative strategy and sources of interorganizational competitive advantage[J].Academy of Management Review,1998,23(4):660-679.
[25]VASUDEVA G,ANAND J.Unpacking absorptive capacity:Astudy of knowledge utilization from alliance portfolios[J].Academy of Management Journal,2011,54(3):611-623.
[26]BARNEY J,WRIGHT M,Ketchen D J.The resource-based view of the firm:Ten years after 1991[J].Journal of Management,2001,27(6):625-641.
[27]TEECE D J.Profiting from technological innovation[J].Research Policy,1986,15(6):285-305.
[28]OLIVER C.Sustainable competitive advantage:Combining institutional and resource-based views[J].Strategic Management Journal,1997,18(9):697-713.
[29]POWELL J,OWEN-SMITH W W.Knowledge networks as channels and conduits:The effects of spillovers in the boston biotechnology community[J].Organization Science,2004,15(1):5-21.
[30]DYER J H,NOBEOKA K.Creating and managing a highperformance knowledge-sharing network:The Toyota case[J].Strategic Management Journal,2000,21(3):345-367.
[31]SHA Zhenquan,ZHOU Fei.A sesearch on network competence impacts on the enterprises’cooperation performance under industrial cluster environment[J].Management Review,2013,25(6):95-103.[沙振权,周飞.企业网络能力对集群间企业合作绩效的影响研究[J].管理评论,2013,25(6):95-103.]
[32]GUO Hai.Managerial ties and resource acquisition:Aconfigurational perspective[J].Journal of Renmin University of China,2010,24(3):134-143.[郭海.管理者关系对企业资源获取的影响:一种结构性观点[J].中国人民大学学报,2010,24(3):134-143.]
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(1)特许经营是指两个相互独立的酒店企业达成一个契约协议,协议规定一方(特许经营受许方)有权利在某一特定时间内、在给定的地点以另一方(特许经营方)的品牌名号进行运营。
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(1)有效问卷样本来自全国30个省市自治区,香港特别行政区、澳门特别行政区、台湾省和西藏自治区除外。
(1)当模型的拟合指标均符合接受标准时,按照从简原则,选择χ2值相对较低,自由度(DF)相对较高的模型。
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