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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, 60, 2017 DOI: 10.1016/j.tourman.2016.12.010

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Destination characteristics that drive hotel performance: a state-of-the-art global analysis

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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  • A. George Assaf
  • Alexander Josiassen
  • Linda Woo
  • Frank W. Agbola
  • Mike Tsionas
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<mark>Journal publication date</mark>06/2017
<mark>Journal</mark>Tourism Management
Volume60
Number of pages10
Pages (from-to)270-279
Publication StatusPublished
Early online date23/12/16
<mark>Original language</mark>English

Abstract

Abstract The increased market saturation and competition in both domestic and international tourism destinations have renewed interest among hotel operators in identifying the key drivers of hotel performance. This paper presents a comprehensive analysis of the determinants of hotel performance and their relative importance across multiple tourist destinations. We employ a two-step estimation method to identify key determinants of hotel performance, using a rich sample of international hotels. Our empirical analyses show that the main drivers of hotel performance are the quality of the educational system, government support, disposable income, and number of international arrivals within a tourism destination. Results indicate that the most important barriers to hotel performance are the competition among accommodation providers, tax rate and fuel price. We argue for the need for hotel providers to develop strategies that take cognisance of the key drivers and barriers to enhancing hotel performance in an ever-changing global tourism sector.

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, 60, 2017 DOI: 10.1016/j.tourman.2016.12.010