Adoption of sustainable business practices in the private club industry from GMs and COOs' perspectives
International Journal of Hospitality Management·Paid Content - 21 September 2017
This study applied the theoretical framework of innovation adoption and concept of board support, relevant to private club’s sustainable business practices (SBPs). The purpose of this study was to analyze the factors influencing the adoption of SBPs in the private club industry. The adoption of SBPs has not been addressed extensively in academic research for private club, especially from leaders’ perspectives. The data were collected from 221 general managers and chief operation officers, using an online survey. Three-step hierarchical regression analyses were used to find perceived innovation characteristics and board support on the outcome variable. Board support, perceived by club GMs and COOs, was found to have the biggest influence on adoption intention of SBPs, in addition to significant influences of relative advantage, complexity (ease of use), and compatibility. This study highlighted an important role of board support on GMs’ and COOs’ intention to adopt SBPs, emphasizing the unique structure of private club governance. Understanding what the motivating factors are for club executives to adopt SBPs will enable them to engage in SBPs more effectively in the private club industry. Implications and opportunities for future research were addressed.
International Journal of Hospitality Management·Paid Content - 26 November 2016
The objectives of this study are to: (1) define the concept of perceived post purchase (3P) luxury risk and (2) develop and validate a psychometrically sound 3P Luxury Risk Scale. A qualitative study and two field studies were conducted to develop and test the scale, and to examine the predictive validity of 3P luxury risk in a nomological network of word-of-mouth (WOM). The survey data is gathered from 333 actual customers of five golf clubs. Integrating structural equation modeling with propensity score analysis, the results of Study 1 reveal that 12 items adequately capture the dimensions of 3P luxury risk. After controlling for framing effects, the results of Study 2 indicate that all of the dimensions of 3P luxury risk negatively influence WOM. This article attempts to shed a new light on the realm of luxury risk studies incorporating normative and behavioral decision-making approaches.
Golf courses have two strategic levers, round duration control and demand-based pricing that they can deploy in a revenue management programme. Before embarking on a revenue management programme, golf courses must first clearly define their capacity. This study uses simulation to study the most controllable factor of capacity: the tee time interval. Intuitively, reducing the interval between parties will lead to an increase in revenue; however, this paper shows that interval reductions may actually lead to decreased revenue. Research in revenue management (RM) has previously addressed the theoretical and practical problems facing airlines and hotels, among other industries, but has given little attention to the golf course industry (Kimes, 1989; Weatherford and Bodily, 1992). The golf course business is similar enough to hotel and airline operations that golf courses should be able to apply RM principles (Kimes, 2000). Industries using RM generally measure their performance by calculat
Cornell Hospitality Quarterly·Paid Content - 2 June 2015
Service innovation positions an organization to create and deliver anticipatory service that exceeds member expectations and ultimately strengthens relationships. However, service innovation remains one of the most under-researched topics in hospitality. This study begins to fill that gap by exploring the strategies and factors that drive service innovation in the private club industry. Drawing insights from approximately 700 critical incidents reported by private club general managers/chief operating officers, we examined the common strategies and factors that assist clubs in developing and launching new services and products. Moreover, we also categorize pressing issues in the industry that are ripe for future innovation. The findings may have implications not only for the club industry but also for the hospitality industry in general.