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Barney (1991)
Campbell (1999)
Peteraf (1993)
Lieberman and Montgomery (1988)
How Core Competences are applied to Competitive Advantage: How to identify a service’s core competences and how resources linked in will lead to competitive advantage
Prahalad and Hamel (1994)
Kay (1993)
Heene and Sanchez (1997)
Leavy (2003)
Competitive Environment: Examining both Micro and Macro environment and Porter’s Five Forces Framework applied to the Churchill hotel
Ginter and Duncan (1990)
Porter (1987)
Evans (2003)
Rumlet (1991)
Hoffman (2000)
Resource-Based View/Perspective: Examining how competitive advantage can be used by utilising the resources available
Powell (2001)
Hunt and Morgan (1995)
Ramsay (2001)
Generic-Competitive Strategy: The strategy that examines what is the best strategy for the service and examining if the Hyatt has the best fit for the Churchill
Porter (1985)
Powell (2001)
Cronshaw (1990)
Mintzberg (1991)
Hotel Journals
• “In search of excellence” by Tom Peters and Robert Waterman
• “A passion for excellence” by Nancy Austin and Tom Peters
• Branding in hotels by Patrick Goff
Internet …show more content…
The theories that are trying to be examined would be now established as well as new ones.
We can then see whether hotel owners actually gain higher earnings from their properties when they change management companies and does the local community gain from higher quality hotel chain moving into a particular location.
The review and evaluation of theorist will also help us if the effects of service quality and organizational change result in a competitive advantage and does the customer benefit from these changes?
The Interviews and Journal reviews will also help define the question whether the employees benefit or lose out because of these changes.
Methodology:
As previously mentioned the bulk of the background reading on the
Subject and investigation will be through the journals and theory literature however there will also be series of face to face interviews with several key staff members within the organisation:
• The General Manager
• The Human Resources Manager
• The Director of Sales and
Campbell (1999)
Peteraf (1993)
Lieberman and Montgomery (1988)
How Core Competences are applied to Competitive Advantage: How to identify a service’s core competences and how resources linked in will lead to competitive advantage
Prahalad and Hamel (1994)
Kay (1993)
Heene and Sanchez (1997)
Leavy (2003)
Competitive Environment: Examining both Micro and Macro environment and Porter’s Five Forces Framework applied to the Churchill hotel
Ginter and Duncan (1990)
Porter (1987)
Evans (2003)
Rumlet (1991)
Hoffman (2000)
Resource-Based View/Perspective: Examining how competitive advantage can be used by utilising the resources available
Powell (2001)
Hunt and Morgan (1995)
Ramsay (2001)
Generic-Competitive Strategy: The strategy that examines what is the best strategy for the service and examining if the Hyatt has the best fit for the Churchill
Porter (1985)
Powell (2001)
Cronshaw (1990)
Mintzberg (1991)
Hotel Journals
• “In search of excellence” by Tom Peters and Robert Waterman
• “A passion for excellence” by Nancy Austin and Tom Peters
• Branding in hotels by Patrick Goff
Internet …show more content…
The theories that are trying to be examined would be now established as well as new ones.
We can then see whether hotel owners actually gain higher earnings from their properties when they change management companies and does the local community gain from higher quality hotel chain moving into a particular location.
The review and evaluation of theorist will also help us if the effects of service quality and organizational change result in a competitive advantage and does the customer benefit from these changes?
The Interviews and Journal reviews will also help define the question whether the employees benefit or lose out because of these changes.
Methodology:
As previously mentioned the bulk of the background reading on the
Subject and investigation will be through the journals and theory literature however there will also be series of face to face interviews with several key staff members within the organisation:
• The General Manager
• The Human Resources Manager
• The Director of Sales and