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    Rights statement: This is the author’s version of a work that was accepted for publication in Tourism Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Tourism Management, 69, 2018 DOI: 10.1016/j.tourman.2018.05.008

    Accepted author manuscript, 562 KB, PDF document

    Embargo ends: 5/06/20

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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Measuring hotel performance: Toward more rigorous evidence in both scope and methods

Research output: Contribution to journalJournal article

Published
<mark>Journal publication date</mark>12/2018
<mark>Journal</mark>Tourism Management
Volume69
Number of pages19
Pages (from-to)69-87
Publication statusPublished
Early online date5/06/18
Original languageEnglish

Abstract

This paper extends the literature on hotel performance in both scope and methods. We introduce a model that accounts for heterogeneity in a flexible way and allows for the measurement of both efficiency and productivity. The model also accounts for the endogeneity problem in inputs and the issue of unobserved prices. We use a large sample of hotel companies that spreads across multiple geographical regions and locations, and accounts for some interesting and key determinants of hotel performance. We provide more validation to some contradictory findings in the literature. We show that large hotels do not necessarily outperform small hotels, and that hotel efficiency differs based on location, geographical region and type of service. The results further indicate that productivity growth is not a driving force in the industry.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Tourism Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Tourism Management, 69, 2018 DOI: 10.1016/j.tourman.2018.05.008