A RELAÇÃO DE CAUSA E EFEITO NA INFLUÊNCIA DO DESEMPENHO SOBRE O TURISMO NO NORDESTE BRASILEIRO: UMA ANÁLISE MULTIDIMENSIONAL DOS HOTÉIS DA “ROTA DAS EMOÇÕES”

Ribeiro, Rogeane Morais; Marinho, Sidnei Vieira

doi:10.14210/tva.v26.19989

Sumário Anterior Atual Seguinte

Sumário

Artigo Científico • Tur., Visão e Ação 26 • Jan-Dec 2024 • https://doi.org/10.14210/tva.v26.19989 linkcopiar

A RELAÇÃO DE CAUSA E EFEITO NA INFLUÊNCIA DO DESEMPENHO SOBRE O TURISMO NO NORDESTE BRASILEIRO: UMA ANÁLISE MULTIDIMENSIONAL DOS HOTÉIS DA “ROTA DAS EMOÇÕES”

Autoria SCIMAGO INSTITUTIONS RANKINGS

O objetivo deste estudo é analisar os efeitos das capacidades turísticas no desempenho dos hotéis na Rota das Emoções, que interliga três estados brasileiros e busca expandir o turismo no Nordeste. As Unidades de Tomada de Decisão (DMUs), conhecidas como Rota das Emoções, abrangem 14 cidades nos estados do Ceará, Piauí e Maranhão, com 310 estabelecimentos de hospedagem. Os dados foram coletados utilizando os softwares SPSS e The Qualitative Data Analysis and Research Software. Os resultados indicam que as capacidades do turismo têm implicações positivas e significativas para o desempenho dos hotéis, mostrando uma diferença de de sempenho, de acordo com o tamanho do hotel. A correlação entre a capacidade e o desempenho do turismo é significativa, independen temente do tamanho do hotel. O número adotado de respondentes foi pequeno com relação à complexidade dos construtos estudados e contribuição que esses resultados têm para a literatura. A implantação de ações estratégicas eleva os efeitos organizacionais, mas exige dos tomadores de decisão a capacidade de enxergar amplamente os ambientes onde estão inseridos, incorporando nas deci sões estratégicas a multidimensionalidade. Esta pesquisa contribui para a literatura de desempenho multidimensional e capacidades turísticas, por sua explícita e relevante colaboração para estudiosos em analisar os efeitos das capacidades turísticas no desempenho multidimensional dos hotéis.

Palavras-chave:
Tomada de decisão; Desempenho Multidimensional; Capacidades Turísticas; Avaliação de desempenho

Multidimensional organizational performance	Authors
Multidimensionality is related to the dimensions, variables, and characteristics.	Bailey (1994)
Researchers adopt unique names to label performance measures but consider that measures should be grouped into categories, representing scales and multidimensionality.	Thach and Axinn (1994); Matthyssens and Pauwels (1996).
Through the analysis of empirical studies on performance measures, there is a defense for the use of multidimensional measures that assist in decision-making.	Katsikeas, Leonidou and Morgan (2000).
The authors advocate the use of multidimensional measurements, avoiding the application of metrics with little coverage in relation to the breadth and depth of constructs.	Richard et al. (2009).
The multidimensionality of the concept of performance is essential, where studies of this nature seek attributes or characteristics of the concept to be considered.	Matitz and Bulgacov (2011)
Assessing performance is part of an organizational strategy where a multidimensional approach in integrating opinions for dimension analysis becomes relevant.	Wu et al. (2021)
These studies measure performance with a narrow view and with small indicators.	Pnevmatikoudi and Stavrinoudis (2016)
The authors advocate the application of multidimensional performance in the public sector.	Gutacker and Street (2018)
The authors investigate multidimensional corporate sustainability practices.	Aras, Tezcan and Furtuna (2018); Benner (2020)
Multidimensional performance brings benefits to decision-making.	Sainaghi et al. (2017; 2019)
Organizational Performance (OP) is a relevant gap in Strategic Management, so it is suggested that the dimensions of OP classified by profitability, liquidity, growth, and market performance be explored.	Hamann and Schiemann (2021)
The study suggests that corporate governance from a broad perspective, considering its multidimensional aspects, can contribute to improving organizational performance and competitiveness.	Rožman, Oreški and Tominc (2023)

Variable	Levels	f	%
Sex	Male	179	57,74
Sex	Female	131	42,26
Respondent’s Position	General Manager	189	60,97
	Commercial Manager	90	29,03
	Operations Manager	31	10,00
State in which the hotel was located	Ceará	162	52,26
	Piauí	78	25,16
	Maranhão	70	22,58
Hotel Size	Small	106	34,19
	Medium	165	53,22
	Large	39	12,58
Area of expertise of the hotel	Totally Leisure	165	53,23
	Business and Leisure	85	27,42
	Mainly Leisure	58	18,71
	Fully Business	1	0,32
	Mainly Business	1	0,32
Hotel Segmentation	Independent Hotel	298	96,13
Hotel Segmentation	Hotel Chain	12	3,87

	Items	Factor Load	h²
1	There is knowledge about the stakeholders (people interested in information about the hotel, e.g. competitors, customers, and government	0.76	0.80
2	The investments made generate competitive advantages for the future	0.79	0.76
3	Competitors' performance has changed over the last five years	0.44	0.49
4	New services and/or products are constantly being introduced	0.73	0.80
5	There are ways of detecting customer satisfaction and needs	0.86	0.83
6	There is knowledge of the occupancy rate	0.78	0.86
7	There is control over the evolution of the number of customers	0.76	0.86
8	There is knowledge of the hotel's average daily rate	0.84	0.87
9	There is control of the profit margin on sales	0.82	0.87
10	There is knowledge of the average monthly and annual occupancy rate	0.83	0.88
11	They make safe investments. even if they have lower profit potential	0.89	0.87
12	There is knowledge of the average cost per room rate sold	0.80	0.87
13	They are willing to make changes in order to achieve greater efficiency and cost reduction	0.77	0.83
14	Sacrifice short-term profitability in favor of long-term goals	0.75	0.82
15	Infrastructure helps management make decisions	0.78	0.86
16	There is definition/redefinition of new processes/products/services	0.86	0.85
17	When a problem of poor quality is detected, an improvement action is taken.	0.81	0.80
18	The technology involved in the company's activities has changed in the last 5 years	0.71	0.74
19	Information on external factors is taken into account for decision making	0.81	0.79
20	There is horizontal and vertical communication in the company	0.82	0.82
21	Management takes advantage of employees' ideas	0.77	0.82
22	There is control of employee complaints	0.80	0.81
23	There is a people management/human resources sector or department	0.65	0.73
24	There is a formalized career plan for employees	0.63	0.73
25	There is influence from social and cultural aspects	0.49	0.51
26	Employees are involved in social and environmental responsibility actions	0.82	0.98
27	Customers are involved in social and environmental responsibility actions	0.82	0.98
28	There are resources earmarked for reducing environmental impacts	0.80	0.96
29	There are control measures for the waste produced in the company	0.79	0.96
Variance		60.70%
Items		29
Cronbach’s alpha		0.96

HYPOTHESIS	LITERATURE
H1	Tourist capacities yield significant outcomes concerning performance in the accommodation segment regarding the quality of products and services offered to tourists, thereby involving customers (satisfaction) and the market (competitive advantage) (Azinuddin et al., 2022).
H2	Tourist capacities can assist management in the virtuality of internal actions within the company for the development and competitive advantage of hotels (Ofori & Appiah-Nimo, 2022).
H3	Organizational capacity serves as a mediator for aligning organization with performance (Jiang, Ritchie, & Verreynne, 2023).

location_on

Universidade do Vale do Itajaí Quinta Avenida, 1100, bloco 7, CEP: 88337-300, Balneário Camboriú, SC - Brasil, Tel.: (47)3261-1315 - Balneário Camboriú - SC - Brazil
E-mail: revistaturismo@univali.br

rss_feed Acompanhe os números deste periódico no seu leitor de RSS

[TFN1] Source: Research Database (2023)

Hypotheses	Authors
H1: Tourism capabilities are positively and significantly related to the performance of hotels.	González-Rodríguez et al., 2018; Sainaghi et al., 2019; Aznar-Crespo, Aledo and Melgarejo-Moreno, 2020
H2: There is a statistically significant difference between hotel size and its tourism capabilities.	Orser, Hogarth-Scott and Riding, 2000; Molina-Azorin, Pereira-Moliner, y Claver-Cortés, 2015; Pnevmatikoudi and Stavrinoudis 2016.
H3: The effects of tourism capabilities positively influence the multidimensional performance of hotels.	Brenes et al., 2016; Krupskyi and Grynko, 2018; González-Rodríguez et al., 2018; Serna et al., 2018; Sainaghi et al., 2019.