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Journal articles on the topic 'Hotel management Management contracts'

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Published: 4 June 2021

Last updated: 5 February 2022

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1

Kandžija, Vinko, and Nenad Ivandić. "Contracts on hotel management and franchising." Tourism and hospitality management 2, no. 1 (1996): 149–56. http://dx.doi.org/10.20867/thm.2.1.15.

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Starting from the situation in Croatian tourist sector the paper points to the possibility of introducing new forms of managing assets such as hotel management and franchising. The hotel company management is shown, as well as the advantages and disadvantages of particular types of contracts and the basic parts of management contracts are briefly explained. The advantages and disadvantages of franchising contract and its characteristics are also presented.

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2

Sangree, David J., and Peter P. Hathaway. "Trends in Hotel Management Contracts." Cornell Hotel and Restaurant Administration Quarterly 37, no. 5 (1996): 26–37. http://dx.doi.org/10.1177/001088049603700521.

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3

Bader, Elana, and Amir Lababedi. "Hotel Management Contracts in Europe." Journal of Retail & Leisure Property 6, no. 2 (2007): 171–79. http://dx.doi.org/10.1057/palgrave.rlp.5100053.

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4

Panvisavas, Veerades, and J. Stephen Taylor. "Restraining Opportunism in Hotel Management Contracts." Tourism and Hospitality Research 8, no. 4 (2008): 324–36. http://dx.doi.org/10.1057/thr.2008.33.

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Management contracts are widely used throughout the world as a mechanism for separating the ownership of hotel properties and their management. The research reported here concerns how Thai hotel owners seek to control the international hotel chains where properties are operated under hotel management contracts (HMCs). Adopting agency theory, the research findings reported here suggest that restraints against agent opportunism tend to focus on two key aspects: contractual controls and operational controls. Additionally, the findings also suggest that the outcome control needs to be viewed as a

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Wilson, Robert H. "Hotel Management Contracts: Breach of Contract, Termination, and Damages." Journal of Hospitality Financial Management 7, no. 1 (1999): 43–57. http://dx.doi.org/10.1080/10913211.1999.10653721.

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Wilson, Robert H. "Hotel Management Contracts: Breach of Contract, Termination and Damages." Journal of Hospitality Financial Management 8, no. 1 (2000): 72. http://dx.doi.org/10.1080/10913211.2000.10653741.

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7

Deroos, Jan A. "Hotel Management Contracts—Past and Present." Cornell Hospitality Quarterly 51, no. 1 (2010): 68–80. http://dx.doi.org/10.1177/1938965509354865.

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8

Eyster, James J. "Hotel Management Contracts in the U.S." Cornell Hotel and Restaurant Administration Quarterly 38, no. 3 (1997): 14–20. http://dx.doi.org/10.1177/001088049703800312.

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Eyster, James J. "Hotel Management Contracts in the U.S." Cornell Hotel and Restaurant Administration Quarterly 38, no. 3 (1997): 21–33. http://dx.doi.org/10.1177/001088049703800313.

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10

Hodari, Demian, Panna Judit Balla, and Ramya Rajajagadeesan Aroul. "The Matter of Encumbrance: How Management Structure Affects Hotel Value." Cornell Hospitality Quarterly 58, no. 3 (2017): 293–311. http://dx.doi.org/10.1177/1938965516686116.

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Hotel owners have two fundamental concerns: the financial operating performance of their asset and its selling price. While they often contract a hotel management company to operate the hotel through a lease or management agreement, common industry perception holds that such encumbrance decreases the sales price of hotel real estate assets. This implies that owners who outsource the hotel’s management may be sacrificing a greater selling price in exchange for improved operating results. While this is a critical issue for investors given that a their returns are largely dependent on an asset’s

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Eyster, J. "The revolution in domestic hotel management contracts." Cornell Hotel and Restaurant Administration Quarterly 34, no. 1 (1993): 16–26. http://dx.doi.org/10.1016/0010-8804(93)90026-f.

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12

Al-miman, Mansour A. "Human Resources Management Practices, Psychological Contract Fulfillment and Organizational Commitment in Deluxe Hotels in Jeddah, Saudi Arabia." International Journal of Psychological Studies 9, no. 4 (2017): 94. http://dx.doi.org/10.5539/ijps.v9n4p94.

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This paper study the relationship of the effectiveness of the human resources management practices of the hotels employees in the western region (Jeddah City) of Saudi Arabia with respect to their Psychological contract fulfilment (PCFul) and Organizational Commitment (OC). Data was collected from 36 hotels. Using the employees' responses, the study indicated that Human Resources practices influenced employees’ perceived Psychological contract fulfilment and their Organizational Commitment, where Human Resources Management (HRM) practices are positively related to Psychological contract fulfil

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13

Guo, Qiang, Chris K. Anderson, Junfeng Dong, Pengfei Zhao, and Qingkai Ji. "Coordination Contracts for Hotels and Online Travel Agents." Sustainability 12, no. 8 (2020): 3355. http://dx.doi.org/10.3390/su12083355.

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Herein, we address a common problem of hotels in the current world of online selling, namely the management of relationships with third party resellers (also known as online travel agents (OTAs)). We highlight the role of OTAs in the current travel landscape, and we discuss the popular contracting forms between OTAs and hotels, which are the so-called merchant and retail (commission) models. We illustrate how these contracts fail to coordinate the hotel–OTA relationship, and then, we develop a new type of contract that can efficiently coordinate a supply chain consisting of the OTA and the ind

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14

Wilson, Robert H. "Agency Law, Fiduciary Duties, and Hotel Management Contracts." Journal of Hospitality & Tourism Research 25, no. 2 (2001): 147–58. http://dx.doi.org/10.1177/109634800102500203.

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15

Johnson, Karen. "Hotel Management Contract Terms." Cornell Hotel and Restaurant Administration Quarterly 40, no. 2 (1999): 34–39. http://dx.doi.org/10.1177/001088049904000214.

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16

EYSTER, J. "Hotel management contracts in the U.S. The revolution continues." Cornell Hotel and Restaurant Administration Quarterly 38, no. 3 (1997): 14–20. http://dx.doi.org/10.1016/s0010-8804(97)89504-3.

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17

Eyster, James J. "Recent Trends in the Negotiation of Hotel Management Contracts." Cornell Hotel and Restaurant Administration Quarterly 29, no. 2 (1988): 80–90. http://dx.doi.org/10.1177/001088048802900229.

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18

LEVYTSKA, Inna. "REVENUE MANAGEMENT IN HOTEL BUSINESS." "EСONOMY. FINANСES. MANAGEMENT: Topical issues of science and practical activity", no. 5 (45) (May 2019): 108–17. http://dx.doi.org/10.37128/2411-4413-2019-5-12.

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The article defines the most effective methods of managing hotel revenues and methods of their use, which in turn will create competitive advantages and make the sale of hotel services stable, and the activity of hotel enterprises more profitable. The concept of Revenue management in the hotel business is disclosed, which is a technology that determines the best price for hotel room on the basis of demand forecasting, that is, the sale of the necessary number to the client at the right moment at the right price. The basic pricing objectives of the hotel company have been developed, which shoul

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19

EYSTER, J. "Hotel management contracts in the U.S.: Twelve areas of concern." Cornell Hotel and Restaurant Administration Quarterly 38, no. 3 (1997): 21–33. http://dx.doi.org/10.1016/s0010-8804(97)89505-5.

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20

Zhukov, V. A., and A. D. Chudnovskii. "Formation of the hotel business model based on the network management form." Vestnik Universiteta, no. 3 (April 12, 2019): 54–60. http://dx.doi.org/10.26425/1816-4277-2019-3-54-60.

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The competitive advantages, acquired by hotels using the network form of business organization, have been highlighted. Based on the analysis of the diverse opinions of specialists, the concept of a «hotel chain» has been clarified. Тhe difference between the concepts of «hotel chain» and «hotel brand» has been shown. The features of the formation of hotel chains in Russia have been emphasized. A management contract and its components, that require agreement between the hotel operator and the owner of an independent hotel, have been considered. The prospectivity for an independent hotel to conc

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21

SANGREE, D. "Trends in hotel management contracts Shorter lengths and changing fee structures." Cornell Hotel and Restaurant Administration Quarterly 37, no. 5 (1996): 26–37. http://dx.doi.org/10.1016/0010-8804(96)88972-5.

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22

Panvisavas, Veerades, and J. Stephen Taylor. "The use of management contracts by international hotel firms in Thailand." International Journal of Contemporary Hospitality Management 18, no. 3 (2006): 231–45. http://dx.doi.org/10.1108/09596110610658634.

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23

Beals, Paul, and Greg Denton. "The current balance of power in North American hotel management contracts." Journal of Retail & Leisure Property 4, no. 2 (2005): 129–45. http://dx.doi.org/10.1057/palgrave.rlp.5090204.

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24

Kim, Haejin, and Chun-Hung (Hugo) Tang. "Experienced Buyers, Long-Term Fee Contracts, and the Value of Property Transactions in the Hotel Industry." Cornell Hospitality Quarterly 61, no. 4 (2020): 432–42. http://dx.doi.org/10.1177/1938965519896778.

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Hotel property sales have often been bundled with contracts, such as franchise agreements and management contracts. In these transactions, the seller/operator and the buyer/owner essentially entered into a long-term relationship. The present study accordingly proposed that such transactions could be viewed as a strategic alliance, rather than a one-time asset disposition. Specifically, it was hypothesized and confirmed that buyers’ experience in hotel investments could enhance the value of long-term fee contracts bundled with transactions. In addition to estimating the transaction premiums at

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25

Turner, Michael J., and Chris Guilding. "Hotel Management Contracts and Deficiencies in Owner-Operator Capital Expenditure Goal Congruency." Journal of Hospitality & Tourism Research 34, no. 4 (2010): 478–511. http://dx.doi.org/10.1177/1096348010370855.

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26

Garcia-Pozo, Alejandro, Andres Marchante-Mera, and Jose Luis Sanchez-Ollero. "Effect Of Labour Flexibility On Productivity In The Andalusian Hotel Industry." International Business & Economics Research Journal (IBER) 13, no. 7 (2014): 1577. http://dx.doi.org/10.19030/iber.v13i7.8906.

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The authors analyze the effect of labour flexibility on productivity in the Andalusian hotel industry. For this purpose, the authors use the results from the Quality, Productivity and Competitiveness in the Hospitality Industry for Andalusia project (PO7/SEJ-02889). The model used considers three employment shares - open-ended contracts, temporary contracts, and part-time contracts. However, it should be borne in mind that the Spanish model of labour flexibility has mainly focused on the use of temporary contracts rather than other human resource management practices, such as internal labour f

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Rishi, Meghna, and Gaurav Joshi. "Emerging challenges for branded budget hotels in India." Worldwide Hospitality and Tourism Themes 8, no. 1 (2016): 61–82. http://dx.doi.org/10.1108/whatt-10-2015-0038.

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Purpose – The purpose of this study is to identify the emerging challenges that are faced by branded budget hotels in India. The paper aims to do this by exploring the expectations as well as challenges faced by the customers and hospitality managers of branded budgets hotels in India. Design/methodology/approach – Utilizing a multi-method approach, data were collected through literature review, eight in-depth interviews and 422 customer reviews. Thematic analysis using the hybrid approach brings out the challenges faced by hospitality managers of branded budget hotels in India. Findings – Hos

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28

Kim, Soo Y. "Hotel management contract: impact on performance in the Korean hotel sector." Service Industries Journal 28, no. 5 (2008): 701–18. http://dx.doi.org/10.1080/02642060801988332.

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29

van Ginneken, Rob. "Expert Attitudes to Management Contracts in the Dutch Hotel Industry: a DELPHI approach." Journal of Hospitality and Tourism Management 18, no. 1 (2011): 140–46. http://dx.doi.org/10.1375/jhtm.18.1.140.

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30

Simons, Michael S. "Hotel management contracts. Some recent trends in relation to dispute resolution in Australia." International Journal of Hospitality Management 13, no. 2 (1994): 143–53. http://dx.doi.org/10.1016/0278-4319(94)90035-3.

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31

Goddard, Peter, and Guy Standish-Wilkinson. "Hotel management contract trends in the Middle East." Journal of Retail & Leisure Property 2, no. 1 (2002): 66–80. http://dx.doi.org/10.1057/palgrave.rlp.5090140.

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32

Fenich, George, Harsha Chacko, and Marcia Taylor. "Important Elements of Hotel-Meeting Planner Contracts: An Exploratory Study." International Journal of Hospitality & Tourism Administration 10, no. 4 (2009): 283–95. http://dx.doi.org/10.1080/15256480903199761.

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33

Novak, Mili, Lidija Petrić, and Ljudevit Pranić. "The effects of selected macroeconomic variables on the presence of foreign hotels in Croatia." Tourism and hospitality management 17, no. 1 (2011): 45–65. http://dx.doi.org/10.20867/thm.17.1.4.

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While an increasing number of hotel firms expand their operations abroad, it is not always clear how hoteliers select one country over another. Thus, the purpose of this research is to investigate the influence of inward foreign direct investment, market interconnectedness, and tourist flows on the entrance of foreign hotels in Croatia. Research was carried out via time-series analyses of the secondary data to a sample of foreign hotels from 35 countries with operations in Croatia during the 1997-2007 period. Statistical analyses were performed by way of correlation and regression. Study findi

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34

Tedja, Adrian Adhitana, and Erni Agustin. "Liablity of The Parties of Condotel Management Contract." Yuridika 34, no. 2 (2019): 215. http://dx.doi.org/10.20473/ydk.v34i2.13588.

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The increase of economic growth in Indonesia can not ignore the increasing growth of business in property by the Indonesia people. Investors does not only focus on doing business on land and landed house, but also the emergence of apartment and condominium answers the necessity towards the scarcity of land. Various form of property investment is offered, one of which is investment in the form of condotel. Condotel or condominium hotel is a new form of business in Indonesia without any specific regulation which regulates it. First, the definition of condotel is a form of high-rise building whic

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Racela, Olimpia C., and Ravisara Narula. "Feature Suites Company Limited: The Management Contract of Manor Inn." Asian Case Research Journal 23, no. 02 (2019): 519–37. http://dx.doi.org/10.1142/s0218927519500214.

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Feature Suites Co. Ltd. (Feature Suites), a hospitality and restaurant business, had hired Agate Hospitality Group (Agate) in 1987 to manage the operations of its Manor Inn under Agate’s Modish hotel brand. The management contract between Feature Suites and Agate would end on 31 January 2018 and the ongoing 10 months of negotiations for contract renewal needed to come to a close. The two parties had different views on the level of the operator guarantees in return of the proposed maintenance budget of THB250 million. Feature Suites needed to decide whether to renew the existing contract or to

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Li, Hongxiu, Yong Liu, Chee-Wee Tan, and Feng Hu. "Comprehending customer satisfaction with hotels." International Journal of Contemporary Hospitality Management 32, no. 5 (2020): 1713–35. http://dx.doi.org/10.1108/ijchm-06-2019-0581.

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Purpose Building on the three-factor theory, this study aims to unravel how the role of hotel attributes such as basic, excitement and performance factors could differ in accordance with different hotel star ratings and distinct customer segments. Design/methodology/approach This study explores the asymmetric effects of hotel attributes on customer satisfaction by extracting 412,784 consumer-generated reviews from TripAdvisor across different cities in China. Findings By taking into account the origins of customers and hotel star ratings, the study uncovers that guests’ expectations of hotel p

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Yang, Kun, and John D. Buschman. "A Dyadic Perspective on Determinants of Entry Choices in the Global Hospitality Industry." International Journal of Management and Economics 53, no. 4 (2017): 77–92. http://dx.doi.org/10.1515/ijme-2017-0027.

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AbstractThis paper discusses the firm-level determinants of international hotels’ foreign markets entry choices, contrasting acquisition with management and franchise contracts, based on a resource-dependency perspective and appropriability theory. It points out that brand equity, relatedness of products and market segmentation, partner-specific knowledge of hotels, international experience, and the duration of proprietary knowledge impact hotels’ decisions on how to enter a foreign market. In addition, the paper suggests the existence of entry choices sequence favorable to acquisition probabi

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38

Eyster, James J. "Classic CQ reprint: Recent Trends in the Negotiation of Hotel Management Contracts: Terms and Termination." Cornell Hospitality Quarterly 50, no. 2 (2009): 259–69. http://dx.doi.org/10.1177/1938965509335558.

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Lamei, A., P. van der Zaag, and E. Imam. "Integrating wastewater reuse in water resources management for hotels in arid coastal regions - Case Study of Sharm El Sheikh, Egypt." Water Science and Technology 60, no. 9 (2009): 2235–43. http://dx.doi.org/10.2166/wst.2009.685.

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Hotels in arid coastal areas use mainly desalinated water (using reverse osmosis) for their domestic water supply, and treated wastewater for irrigating green areas. Private water companies supply these hotels with their potable and non-potable water needs. There is normally a contractual agreement stating a minimum amount of water that has to be supplied by the water company and that the hotel management has to pay for regardless of its actual consumption (“contracted-for water supply”). Hotels have to carefully analyse their water requirements in order to determine which percentage of the ho

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40

Pedrini, Matteo, and Chiara De Bernardi. "To affiliate, or not to affiliate. Transaction costs and governance choices in luxury hotels in Germany." Tourism and Hospitality Research 20, no. 3 (2019): 272–87. http://dx.doi.org/10.1177/1467358419848136.

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This paper examines the choice of affiliation or no affiliation to a large hotel chain from the viewpoint of luxury hotel property owners in Germany. Grounded in transaction cost theory, this study identifies how uncertainty and frequency influence the owners’ choice of unaffiliated operation and affiliation. The study augments the traditional governance literature in the field of the hotel by shedding light on the market/hierarchy decision of property owners rather than on the market entry strategies of international hotels firm. Through a multiple regression analysis on a sample of 122 exist

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Ben Aissa, Sami, and Mohamed Goaied. "Determinants of tourism hotel market efficiency." International Journal of Culture, Tourism and Hospitality Research 10, no. 2 (2016): 173–90. http://dx.doi.org/10.1108/ijcthr-11-2013-0080.

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Purpose The purpose of this paper to study the hotel performance determinants by examining the impact of the internal and the external environment of the hotel on its performance. Design/methodology/approach A bootstrapped truncated regression model is used following the evaluation of efficiency score for hotels using data envelopment analysis (DEA). The effects of the cited variables are discussed to determine the best development strategy for increasing hotel performance. Findings This paper has four major contributions. First, the test results confirm that macro-contextual factors, such as

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42

Dimou, Irini, Jean Chen, and Simon Archer. "The Choice Between Management Contracts and Franchise Agreements in the Corporate Development of International Hotel Firms." Journal of Marketing Channels 10, no. 3-4 (2003): 33–52. http://dx.doi.org/10.1300/j049v10n03_03.

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43

Zeng, Xiaoyan, Pengcheng Shi, and Wei Xie. "Contract design for a multi-channel hotel service supply chain." Nankai Business Review International 11, no. 3 (2019): 371–92. http://dx.doi.org/10.1108/nbri-10-2018-0059.

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Purpose This paper aims to reduce the confliction between different retail channels. Design/methodology/approach By investigating a game-theoretic model consisting of a dominant hotel, a promoter and an OTA, the authors analyze the optimal amount of reserved rooms on the hotel's official website and realize the coordination between the hotel and the promoter with an appropriate contact. Findings When the gap between promoter’s reservation profits under different promotion cost coefficients is reasonable, complete coordination can be achieved in the supply chain. In addition, numerical examples

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44

Lamei, A., E. von Münch, P. van der Zaag, and E. Imam. "Optimum contracted-for water supply for hotels in arid coastal regions." Water Science and Technology 59, no. 8 (2009): 1541–50. http://dx.doi.org/10.2166/wst.2009.151.

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Hotels in arid coastal areas use mainly desalinated water for their domestic water demands, and treated wastewater for irrigating green areas. Private water companies supply these hotels with their domestic water needs. There is normally a contractual agreement stating a minimum requirement that has to be supplied by the water company and that the hotel management has to pay for regardless of its actual consumption (“contracted-for water supply”). This paper describes a model to determine what value a hotel should choose for its contracted-for water supply in order to minimize its total annual

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45

Martínez Cañellas, Anselmo. "El contrato de gestión hotelera." Revista de Derecho de la UNED (RDUNED), no. 14 (January 1, 2014): 829. http://dx.doi.org/10.5944/rduned.14.2014.13291.

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Premio de artículos jurídicos «GARCÍA GOYENA» (Curso 2013-2014). Segundo premio El presente trabajo analiza el régimen más utilizado por las cadenas hoteleras para su expansión nacional e internacional: el contrato de gestión hotelera. Es un contrato en el que el propietario del hotel encarga la gestión del mismo a una empresa hotelera, que recibirá una compensación por su gestión y entregará los beneficios de la misma al propietario del hotel. Su régimen jurídico se asemeja al del contrato de arrendamiento de servicios cuando el interés del gestor se limita a la mera gestión. No obstante, lo

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46

Alsetoohy, Omar, and Baker Ayoun. "Intelligent agent technology." Journal of Hospitality and Tourism Technology 9, no. 1 (2018): 109–24. http://dx.doi.org/10.1108/jhtt-04-2017-0028.

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Purpose This paper aims to empirically investigate the influence of the intelligent agent technology (IAT) on hotels’ food procurement practices (FPPRs) and food procurement performance (FPP). The study also explores the influence of FPPR on FPP in hotels. Design/methodology/approach Data from a survey of managers at luxury hotels in Florida, which yielded an effective sample of 78, were subjected to partial least squares structural equation modeling analysis. Findings IAT usage has statistically significant positive effect on both FPPR and FPP. Additionally, the results indicated that PPR has

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Santhanam, Nivethitha, Kamalanabhan T.J., Lata Dyaram, and Hans Ziegler. "Impact of human resource management practices on employee turnover intentions." Journal of Indian Business Research 9, no. 3 (2017): 212–28. http://dx.doi.org/10.1108/jibr-10-2016-0116.

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Purpose This paper aims to explore the relationship between human resource management practices, breach of psychological contract and employee turnover intentions among hotel frontline employees, considering the scant research attention to frontline employee’s perspectives in Indian hospitality industry. Design/methodology/approach A survey design was used to collect responses from 294 frontline employees (front-office and food and beverage services). Multiple regression analyses have been used to test the hypothesized relationships. Findings Selection, training and compensation practices were

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48

Chen, Tso-Jen, and Chi-Min Wu. "Improving the turnover intention of tourist hotel employees." International Journal of Contemporary Hospitality Management 29, no. 7 (2017): 1914–36. http://dx.doi.org/10.1108/ijchm-09-2015-0490.

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Purpose This study aims to explore the high turnover intention issue in Taiwan’s tourist hotel industry. Due to a lack of empirical research regarding front-line employees’ psychological contract breach perceptions in tourism literature, this study develops an integrated model to examine the causal relationship among transformational leadership behaviors, leader–member exchange (LMX), psychological contract breach and turnover intentions. Design/methodology/approach Data from the 226 frontline employees in Taiwan’s tourist hotel industry were employed to examine the proposed hypotheses by usin

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Lam, Christina, Zahidah Raimy, Yi Ling Teo, Valentino Tan, Yin Kai Ng, and Johnathan Tan. "Sustaining a Hotel Business during Crisis: A Singapore Luxury Hotel's Journey during COVID-19." Muma Case Review 6 (2021): 001–20. http://dx.doi.org/10.28945/4862.

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Richard Ang, a Singaporean general manager at Hotel J, aimed to be a strong leader during COVID-19 disruption. Richard sat in his office deep in thought as earlier in the day, he had attended a board meeting with his management team to discuss strategies, he wanted to ensure safety of in-house guests and employees whilst effectively managing cost to sustain the hotel business during the crisis. Leaning back in his chair, Richard thought to himself about the potential strategies presented by his team and the effectiveness of the current critical situation. Richard knew that this was not an easy

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50

Lacmanović, Darko. "NEGOTIATION TECHNIQUES IN SELLING HOTEL ROOMS." Tourism and hospitality management 11, no. 2 (2005): 99–110. http://dx.doi.org/10.20867/thm.11.2.9.

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Traditional sales management duties are being dramatically changed by buyer behavior dynamism, sales automatization, salesperson empowerment, and shifts to new marketing channels. Sales executives in the hospitality market face many challenges as they combat operating with less administrative help and dealing with tighter-fisted clients. With appearance of paradigm the relationship marketing, negotiation can be noticed as consumer effort (I) which take part in developing the desired configuration of products, (2) provide valuable marketing information, and (3) become long term coproducent of m

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