000001566 001__ 1566
000001566 005__ 20181220113702.0
000001566 022__ $$a0261-5177
000001566 0247_ $$2DOI$$a10.1016/j.tourman.2015.04.001
000001566 037__ $$aARTICLE
000001566 041__ $$aeng
000001566 245__ $$bcontextual factors impacting use and usefulness$$aStrategy tools :
000001566 260__ $$c2015
000001566 269__ $$a2015-12
000001566 506__ $$avisible
000001566 520__ $$aStrategy tools are a common element of tourism and hotel management courses, journal articles and textbooks. In this paper we explore why practitioners do not find tools useful and hence reject their use as a strategy practice. Drawing on a cross-case analysis of qualitative data from three hotel companies, key findings suggest that strategy tools may restrict the deployment of experience-based knowledge, strategy practices are legitimised by top managers' perceptions and the lack of strategizing activities inhibits the potential for tool use. The industry context, including the unique ownership-management structure and institutionalised practices, also significantly influences the use and perceived value of tools. Practitioners are recommended to reconsider the ability of strategy tools to facilitate debate and act as boundary spanning objects and tourism researchers are encouraged to further study how practitioners use and value tools in order to create new ones based on practice rather than only on theory.$$9eng
000001566 592__ $$aEHL
000001566 592__ $$cEconomie et Services
000001566 6531_ $$astrategy tools$$9eng
000001566 6531_ $$astrategy as practice$$9eng
000001566 6531_ $$aindustrial context$$9eng
000001566 6531_ $$astrategic analysis$$9eng
000001566 655__ $$ascientifique
000001566 6531_ $$ahotel industry$$9eng
000001566 65017 $$aEconomie/gestion
000001566 700__ $$uInternational Centre for Hotel and Resort Management, University of West London, St Mary's Road, Ealing, London W5 5RF, UK$$aRoper, Angela
000001566 700__ $$aHodari, Demian$$uEcole hôtelière de Lausanne, HES-SO // University of Applied Sciences Western Switzerland
000001566 773__ $$tTourism Management$$gDecember 2015, vol. 51, pp. 1-12
000001566 8564_ $$uhttps://hesso.tind.io/record/1566/files/hodari_strategytools_2015.pdf$$s388327
000001566 8564_ $$xpdfa$$uhttps://hesso.tind.io/record/1566/files/hodari_strategytools_2015.pdf?subformat=pdfa$$s1636203
000001566 906__ $$aNONE
000001566 909CO $$pGLOBAL_SET$$ooai:hesso.tind.io:1566
000001566 950__ $$aI2
000001566 980__ $$ascientifique