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    Rights statement: This is the author’s version of a work that was accepted for publication in International Journal of Hospitality 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 International Journal of Hospitality Management, 75, 2018 DOI: 10.1016/j.ijhm.2018.03.008

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

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The Missing Link: Creating Value with Social Media use in Hotels

Research output: Contribution to journalJournal articlepeer-review

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<mark>Journal publication date</mark>09/2018
<mark>Journal</mark>International Journal of Hospitality Management
Volume75
Number of pages11
Pages (from-to)94-104
Publication StatusPublished
Early online date6/04/18
<mark>Original language</mark>English

Abstract

Social Media has transformed the way firms relate to their markets. Hotels all over the world are increasingly using these tools, integrating them into their Customer Relationship Management (CRM) strategies to engage customers in active conversations. The use of Social Networking and Review Sites, like TripAdvisor, has become all pervasive, and hotels are investing large sums of money in engaging customers via Social Media. However, there is a certain degree of skepticism about how these technologies can help to create value. To shed light on the topic, based on a sample of 222 Spanish hotels, this study examines the real impact of Social Media use, showing the key role played by Social CRM Capabilities in the process of value creation with these tools. By building on the Resource-based theory, the proposed model shows the pathway between Social Media use and organizational performance, in terms of profitability, sales and customer retention.

Bibliographic note

This is the author’s version of a work that was accepted for publication in International Journal of Hospitality 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 International Journal of Hospitality Management, 75, 2018 DOI: 10.1016/j.ijhm.2018.03.008