000001566 001__ 1566
000001566 005__ 20181011083215.0
000001566 022__ $$a0261-5177
000001566 0247_ $$2DOI$$a10.1016/j.tourman.2015.04.001
000001566 037__ $$aARTICLE
000001566 041__ $$aeng
000001566 245__ $$aStrategy tools :$$bcontextual factors impacting use and usefulness
000001566 260__ $$c2015
000001566 269__ $$a2015-12
000001566 506__ $$ahidden
000001566 520__ $$9eng$$aStrategy tools are a common element of tourism and hotel management courses, journal articles and textbooks. In this paper we explore why practitioners do not find tools useful and hence reject their use as a strategy practice. Drawing on a cross-case analysis of qualitative data from three hotel companies, key findings suggest that strategy tools may restrict the deployment of experience-based knowledge, strategy practices are legitimised by top managers' perceptions and the lack of strategizing activities inhibits the potential for tool use. The industry context, including the unique ownership-management structure and institutionalised practices, also significantly influences the use and perceived value of tools. Practitioners are recommended to reconsider the ability of strategy tools to facilitate debate and act as boundary spanning objects and tourism researchers are encouraged to further study how practitioners use and value tools in order to create new ones based on practice rather than only on theory.
000001566 592__ $$aEHL Ecole hôtelière de Lausanne
000001566 592__ $$cEconomie et Services
000001566 6531_ $$9eng$$astrategy tools
000001566 6531_ $$9eng$$astrategy as practice
000001566 6531_ $$9eng$$aindustrial context
000001566 6531_ $$9eng$$astrategic analysis
000001566 655__ $$ascientifique
000001566 6531_ $$9eng$$ahotel industry
000001566 65017 $$aEconomie/gestion
000001566 700__ $$aRoper, Angela$$uInternational Centre for Hotel and Resort Management, University of West London, St Mary's Road, Ealing, London W5 5RF, UK
000001566 700__ $$aHodari, Demian$$uEcole hôtelière de Lausanne, HES-SO // University of Applied Sciences Western Switzerland
000001566 773__ $$gDecember 2015, vol. 51, pp. 1-12$$tTourism Management
000001566 8564_ $$s388327$$uhttp://hesso.tind.io/record/1566/files/hodari_strategytools_2015.pdf
000001566 8564_ $$s1636203$$uhttp://hesso.tind.io/record/1566/files/hodari_strategytools_2015.pdf?subformat=pdfa$$xpdfa
000001566 909CO $$ooai:hesso.tind.io:1566$$pDoc_type_Articles$$pGLOBAL_SET$$qHEGGE_professionnels$$qEcole_hôtelière_de_Lausanne:Economie/gestion$$qHEG-GE:scientifique$$qDoc_type_Conferences$$qDoc_type_Rapport$$qDoc_type_Livres$$qDoc_type_Theses$$qDoc_type_Media$$qHEG-GE:professionnel$$qDoc_type_Chapitre_livre$$qDoc_type_Preprint$$qHEG-GE:public_conference
000001566 906__ $$aNONE
000001566 950__ $$aI2
000001566 980__ $$ascientifique