The impact of industry force factors on resource competitive strategies and hotel performance

Pimtong Tavitiyaman, Hailin Qu, Hanqin Qiu

Research output: Journal article publicationJournal articleAcademic researchpeer-review

75 Citations (Scopus)


This study integrates the Porter's five forces and resource-based approach measuring U.S. hotel performance. The results show that hotels with the advantage of low customer bargaining power and low threat of new hotel entrants exhibit the strong human resource and information technology (IT) strategies. In contrast, hotels with the advantage over existing competitors do not exhibit any significant competitiveness of brand image, human resource, and IT strategies. This dues to different hotels define competitors with various criteria such as proximity and price. Competitive human resource and IT strategies indicate the increase of hotel performance, while competitive brand image strategy has no influence on hotel performance. The competitiveness of brand image strategy may overlap with implementing human resource and IT strategies.
Original languageEnglish
Pages (from-to)648-657
Number of pages10
JournalInternational Journal of Hospitality Management
Issue number3
Publication statusPublished - 1 Sept 2011


  • Brand image
  • Competitive strategy
  • Hotel performance
  • Human resource
  • Industry forces
  • Information technology

ASJC Scopus subject areas

  • Tourism, Leisure and Hospitality Management
  • Strategy and Management


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