Linkages among nonmarket strategies, market strategies, organizational values and performance in the hotel industry: preliminary evidence from Hong Kong

Mehmet Ali Köseoglu, John A. Parnell, Basak Denizci Guillet

Research output: Journal article publicationJournal articleAcademic researchpeer-review


This study investigates political nonmarket strategy (NMS) by addressing its links to market strategy, values orientation, and multiple dimensions of firm performance–competitive positioning, customer orientation, and financial outcomes–in the Hong Kong hotel industry. Data were collected from hotel managers and analyzed utilizing partial least squares (PLS) methods. Cost leadership was identified as a driver of financial performance in Hong Kong, while differentiation based on quality appears to help firms in terms of competitive positioning but drives neither financial nor customer-based performance. Political NMS helps firms with competitive positioning and customer orientation but does not appear to drive financial performance. Values orientation was identified as a significant driver of all three dimensions of firm performance.

Original languageEnglish
JournalJournal of Hospitality Marketing and Management
Publication statusAccepted/In press - 1 Jan 2019


  • Hong Kong
  • hospitality
  • hotels
  • NMS
  • Nonmarket strategy
  • performance
  • values

ASJC Scopus subject areas

  • Management Information Systems
  • Tourism, Leisure and Hospitality Management
  • Marketing

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