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Hospitality Review Volume 18 Article 2 Issue 2 Hospitality Review Volume 18/Issue 2

January 2000 Transforming the Hospitality into E- Business Carol Pernsteiner Sheraton Suites Planation, [email protected]

Nancy Rauseo Nova Southeastern , [email protected]

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Recommended Citation Pernsteiner, Carol and Rauseo, Nancy (2000) "Transforming the Hospitality Industry into E-Business," Hospitality Review: Vol. 18 : Iss. 2 , Article 2. Available at: https://digitalcommons.fiu.edu/hospitalityreview/vol18/iss2/2

This is brought to you for free and open access by FIU Digital Commons. It has been accepted for inclusion in Hospitality Review by an authorized administrator of FIU Digital Commons. For more information, please contact [email protected]. Transforming the Hospitality Industry into E-Business

Abstract The mee rgence of a -intensive economy requires the transformation of business models in the hospitality industry Established companies can face technological, cultural, and relationship barriers in moving from a traditional business model to an e-business model. The uthora s suggest that market, learning, and business process orientations at the organizational level can help remove some of the barriers toward e-business and facilitate the development of e-business within existing organizational infrastructures.

This article is available in Hospitality Review: https://digitalcommons.fiu.edu/hospitalityreview/vol18/iss2/2 Transforming the hospitality industry into e-business

by Carol Pernsteiner and Nancy Rauseo

The emergence of a technology-intensive impact of electronic business (e- economy requires the lransformation of business). One of the most power- business models in the h0spitaliV industry Established compantes can technolog- ful driving forces redefining the ,a/,cultural. oroan~zahonaland relat~onshrp new economy is technology.' barriers in %ing from a traditional busi- The lnternet and World Wide ness model to an &-business model. The Web (WWW) have created the authors suggest that market, learning, and business process orientations at the organi- platform for new business models, zational level can help remove some of the enabling organizations to stream- barriers toward e-business and facilitate the line complex business processes, development of e-business within existing expand relationships, decrease organizational infrastructuPs. operating expenses, and improve productivity. These are changing the way businesses he economy is experiencing communicate, share information, an increasingly turbulent and buy and sell products and ser- and changing environment vice~.~ as a result of the globalization of The motivation to grow and business, changes in demograph- remain competitive within the ics, and sophisticated communica- new global marketplace drives tion technologies. In the logic of mergers, acquisitions, joint ven- the new global economy, there are tures, alliances, and expanded territories for greater in all industries. In the hospitality , changing market industry, this motivation may be force dynamics and world devel- driven by a desire to enter new opment, the potential for global geographical markets, to enter prosperity, and the growing new markets within existing

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. boundaries, or to compete with structure to create a high-perfor- new electronic businesses. Star- mance business model, capable of wood gained an international delivering differentiated business presence through its purchase of value.' E-business applications Westin and 1l"I"s Sheraton include electronic data inter- and Ciga brands, whereas Mar- change (EDI), the intranet, busi- riott gained entry into the five- ness-to-business (B2B) commerce star luxury market through its using extranets, and business-to- purchase of Ritz-Carlton Hatels. consumer (B2C) commerce." Business growth in all indus- tries is now being driven by e-com- E-business defined merce, which represents a Although there are numerous significant force for generating definitions of e-business, the competitive advantage at the authors use the following as the organizational level. E-commerce, foundation: a form of e-business, provides a E-business is the complex cost-effective, time-efficient fusion of business processes, means of transacting business enterprise applications, and and distributing and ser- organizational structure nec- vices, lowering expenses and essary to create a high-perfor- increasing the likelihood of global mance business model." commerce. The scope of e-com- This dehition implies that merce has gone from finite appli- existing companies must be flexi- cations such as ED1 to a wide ble and adaptable to continuous variety of methods for sharing change, speed responsive, and information and transacting busi- customer-focused.What organiza- ness electronically within and out- tional-level orientations can facili- side an . tate e-business models in existing E-commerce is only one aspect companies within the hospitality of e-business, a term introduced industry? It is proposed that mar- by IBM in 1997.3 Essentially, e- ket, learning, and business process business encompasses all busi- orientations within an organiza- ness activities conducted by an tion are needed for an e-business. organization and leveraged The hospitality industry is through technology to considered a leader in online web minimize inter- and intra-organi- in -related products zational distances and to auto- and services.' Online purchases of mate transaction processing, travel services are expected to strengthen relationships, and reach $9 billion by 2002: The reduce costs. Prominent authors American and Associ- in the field of e-business define it ation expects e-commerce in lodg- as the integration of business ing to reach $2.9 billion by 2001.9 processes, enterprise applications, Despite the industry's leadership, relationships and organizational there has been little research on

Pernsteiner and Rauseo

FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. the use of Internet technology in rent electronic global network. the and hotel industry.'"E- This network is called a hyperme- husiness represents a significant dia, computer-mediated environ- with infinite business ment (CME)and is the foundation opportunities for companies in all for e-bu~iness.'~ industries. Researchers and prac- Electronic commerce is one of titioners have placed emphasis on the fastest growing sectors in the the technology and United States economy. The aspects of implementing e-busi- expanding literature on electronic ness strategies. Very little atten- commerce is primarily focused on tion has been given to the business-to-consumer e-commerce, organizational characteristics nec- although business-to-business essary for the effective infusion of (B2B) e-commerce has a larger this innovation into organizations. potential impact on the economy.'" Several existing theones and Forrester Research estimates that concepts from the management B2R e-commerce revenucs will literature can be used to further reach over $1.3 trillion by 2003, understand e-business requirc- which is close to 7 percent of ments in relation to organization- United States consumer al issues. These concepts can also spending. aid companies in the transition to According to Pricewaterhouse- e-business. Coopers, business-to-business e- commerce is becorning the way to Internet is two decades old do business in all industries and The Internet was developed for companies of all sizes.15 The over 20 years ago in an effort to emergence of the Internet now connect the U.S. Defense Depart- allows smaller companies to par- ment and various radio and satel- ticipate in automated business-to- lite networks." The demand for business communications, a once this networked conlmunications cost-prohibitive strategy for these protocol grew rapidly as other gov- companies.18 For example, elec- ernment agencies, , tronic data interchange (EDI) and private institutions began could only prcviously be used by seeking more efficient and effec- large companies due to the high tive methods of communication., implementation and maintenance Today, the Internet has evolved expenses. Now all participants of into a highly decentralized digital the web can have an equal voice, network of computers communi- without regard to sizc, power, and cating through an Internet Proto- authority mechanisms. col (IP) environment. As the Industrial Revolution Technically, the Internet is a initiated the growth of firms, the highly decentralized digital net- Internet expands this growth work of ~omputers.'~The web on potential, making possible a glob- the Internet is the first and cur- al marketplace. The speed of

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. change in technology is unparal- The Internet allows an impor- leled as exemplified in the "Law of tant shift in which navigation can the Photon" that bandwidth be unbundled from the produc- triples every year." The changes tion, marketing, and distribution made possible by the Internet are functions. The three dimensions strategic and fundamental.18 of navigation - reach, how many The new Internet geography customers a business can access lets local businesses go global or how many products it can overnight. Centralized informa- offer; affiliation, whose interests tion technology (IT) structure and the business represents; and rich- administration extend a firm's ness, the depth and detail of the reach beyond local and regional information that the business boundaries and create economies gives or collects about the cus- of scale and scope. Physical dis- tomer - create new dimensions tance between consumers and for competitive ad~antage.~'The suppliers becomes largely irrele- reach advantage of the Internet vant. Companies that establish a can be seen by considering a brick strong position or brand on the and business versus an Internet can grow rapidly, mer- e-business. entiating their services for many The Internet has helped fuel dXerent customers, and a small the trend toward a more entrepre- number of companies or brands neurial economy and lowered or can meet the needs of large seg- eliminated entry barriers in ments of the new global market. dozens of industries. This benefits As customers return to sites and the customer, since easy access to brands with which they are farnil- comparison-shopping is expected iar, the Internet will ad as a nat- to keep prices down. Through urally concentrating medium,lg companies such as Priceline.com, resulting in fewer, larger firms. discount prices for hotel rooms are available on the Internet. Hotels Local presence needed list short-term unused inventory brand recognition in and customers have a new means new regional markets requires of comparison shopping. establishing some sort of local There is a shiR in the focus of presence.z0 According to strate- communication activity from mar- gists, participation in a synergis- keting as distribution of informa- tic business network provides a tion to marketing in response to business with better access to consumer demand. This change employees, suppliers, specialized will place major pressure on mar- information, and customers. Plac- keting organizations, most of ing an entity or a hotel within the which are set up to research, plan, framework of a brand of hotels develop, implement, and distrih- may also provide an image or ute communication, rather than to identity for the property. listen and respond.""

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. A push for the use of Internet of meetings, meeting room layout, technologies in the hotel industry meal planning, amenities, billing, began in the mid-1990s. By the rate structures, rooming lists, etc. end of 1996, 20 of the world's top Due to the complexity of the group 25 hotel chains had established booking process, the systems avail- web sites.'j Industry publications able to handle group bookings con- and trade jownals are now filled tinue to be primarily referral with current developments in the systems. These include Global Del- world of e-business. Hotel and phi (New Market SoRware), Mira- Motel Management dedicates a cle (National Guest Systems), and section of its magazine to new e- EnvisiodFunction Rook (SABRE business projeds, success stories, Decision Technologies). Internet technologies, and trends in the hospitality industry. The Marriott is pioneer American Hotel and Motel Associ- , Inc., ation has also made e-business a was one of the pioneers in web- top research priority. based reservations, launching its At the 2000 Cornell Universi- in 1995. Rich Hanks,Mar- ty Conference on Hospitality riott's executive vice president of Industry Strategy, industry lead- sales, indicates that the website ers discussed e-distribution and began as an experiment. "It all its influence in transforming hotel makes sense now, but back then, marketing and distribution. Key it was like, wow, we didn't know if issues include the Internet's impact we were going to get any sales.'% on a hotel's choice of the most effec- This illustrates a willing to tive distribution channel to meet its learn and take risks. Marriott needs, intermediation versus disin- expects web sales to reach 2.5 per- termediation, customer segmenta- cent of its total revenues in 2000. tion, change in distribution costs, Marriott also identifies the and the phenomenon's importance of business process impact on pricing, revenue per redesign as a result of Internet available room (revpar), customer technologies.Adelay in feeding the perceptions, and brand loyalty. proper hotel rates onto the website could lead to conflicting rate Brochures go electronic quotes and ultimately &trated The industry's &st attempts customers. New processes now at a presence on the Internet were allow global travel agents, 800 electronic brochures, now referred numbers, the website and individ- to as "brochureware." This was fol- ual hotels to quote the same rates.25 lowed by bookings of individual Marriott is also testing hotel rooms, and finally a move to Intranetlextranet applications. the more complex group bookings By the end of 2000, the compa- which include linking a reserva- ny's managers and franchisees tion to a group block, various types will be able to access a website

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. supply store, allowing suppliers inventory during off-peak periods. to hook up with individual A room sold at a decreased aver- hotels. Members will be able to age rate will make a greater con- buy any supplies necessary to tribution than an unsold room, run a Marriott hotel.26 enhancing revpar. Customers con- While the Internet was intro- tinue to look for brands with duced as a disintermediating force, which they are familiar, giving displacing large numbers of tradi- branded hotels an advantage over tional travel agencies as customers non-branded properties. arranged their own reservations, it is giving rise to a new generation of Starwood stresses visual fewer, more specialized intennedi- In March 2000, Starwood aries. Routine, travel Hotels & Worldwide customers may bypass an interme- announced the use of iPIX, Inter- diary, but consult a professional for net Pictures Corporation, as its special occasions to ensure a mem- solution for visual content for its orable experience. As the Internet . According to Doug decreases the need for intermedi- Stone, vice president of interactive aries, distribution costs decrease. marketing for Starwood, the Web services for individual Internet has emerged as a mis- travel include Travelocity, Preview sion-critical facilitator of e-busi- Travel, Expedia Travel, Hotel ness strategies for the hotel Reservations Network, Quickbook, industry. Starwood believes that Disney World, and Internet navel iPM will enable the organization Network. Priceline allows cus- to leverage the power of the Inter- tomers to name the price that they net by adding rich visual content are willing to pay for hotels and to websites, and travel portals. It other products and services. It does will also send the content to cus- not disclose the name of a hotel or tomers and travel agents, improv- brand to a buyer until after the ing the organization's online buyer commits to a non-refundable presence in the industry reservation, asking only the Starwood also designed the and class ofhotel the buyer desires. Starwood Preferred Guest fre- The Internet goes beyond cus- quency program in 1999, a web- tomer segmentation to marketing site with the capability to offer to individual customers, dowing its members a personalized web customization not available using page. A personalized profile with traditional distribution channels. historical information on hotel The auction phenomenon has cap- visits and award redemption as tured the attention ofhotel owners well as current promotions and and managers fearing a dilution of program terms and conditions average rate and revpar. These are among the many types of channels are effective as a medi- information that will be avail- um for selling perishable room able to the members. Starwood's

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. customer relationship manage- tors. Recently, Hotels and ment will be enhanced through Hilton Hotels detailed plans for a the tailoring of its promotions to collaborative arrangement to con- customer's specific interests, solidate their online offerings and resulting in increased guest sat- develop e-procurement strategies. isfaction and loyalty. Hyatt is considering e-procurement IBM's Travel and Transporta- strategic alliances with other hotel tion Industry Solutions group chains and even with institutions recently partnered with InfoGene- outside the hospitality industry.2' sis, solution provider. The Internet brings funda- to install Revelation in several mental changes to the hotel indus- resorts and cruise lines. Revela- try, and addresses key needs of the tion is point of sale , including the need to designed for hospitality opera- expand its customer base from a tions. Royal Caribbean Interna- local to a global reach; achieve tional will use Revelation to global connectivity of worldwide handle all food, beverage, and reservations offices, sales offices, retail operations throughout 3,200 and hotels; develop common data- passenger cruise ships. bases and learning communities La Quinta , a Dallas- to allow sharing of best practices based lodging company, recently and customer profde and prefer- announced its plans to fully auto- ence information; and achieve mate its purchasing process, standardization to provide consis- streamline billing, and improve tency in guest services and build communications between depart- brand equity. Some of the organi- ments and with vendors. Aproject zational issues that may facilitate for new e-procurement software is the transformation of companies scheduled for 2000 and will cost toward an e-business model need close to $2 million. to be considered. Collaborative technology facili- tates e- and calendaring infra- Many companies are new structures. In mid-1999, Hilton Today's successful e-business- Hotels Corporation implemented a es, with the exception of very few Lotus Notes/Domino platform to companies such as IBM, are new aid in the company's building of an entrants into the marketplace. e-business foundation. With this Because new start-up companies new platform, Hilton expects to have no legacy systems or old speed up the development of appli- habits, there are very few hurdles cations for web collaboration and e- for them to overcome. Existing commerce. companies may find challenges in competing with e-business com- Competitors collaborate petitors, therefore requiring the The Internet is also changing reengineering of these firms to the relationships between competi- radically change business strate-

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. gies on all levels." According to nical and operational aspects of Oliva, a shift from a traditional Internet technologies, there is lit- business to an e-business requires tle research on why some organi- "fundamental changes in manage- zational orientations are better ment thinking and behavior." than others in adopting and Legacy systems, assets, and implementing e-business models. corporate hamper exist- It appears that, to date, no ing hs.Although there is an researcher has attempted to iden- increasing slope of Internet tech- tify the organizational orienta- nology adoption in established tions affecting the infusion of organizations, it has been rela- e-business into an organization's tively slow because companies business practices. Business struggle to fit it into their process- process, market, and learning es. Organizations can be faced with several barriers to e-business organizational-level orientations transformation, also called the "e- can help existing companies make Wall" and illustrated in Figure L2'' the transition to e-business. The breaking down of the e-Wall is believed to be the critical success Integration is vital factor for an established company E-business requires high levels to become an e-business. of information sharing and integra- Although there is a growing tion among partnerships,whether amount of literature on the tech- internal or external to the organi-

Figure 1 The E-Wall for exsting organizations

"The e-Wall" Barriers P 2 - e-Commerce e-Buslness

e.Transact,ons - Technological Degree of .Cult~ral e-Business - Organlzatlonal e-Informatton Relationships I Web EDi

Existing Business1 New Business1 Market Models Market Models

Adapted from R. Kalakota, R Oliva, and B Donath, 1999.

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. zation. Some researchers have mation technology and business raised the need for advanced net- processes become fully integrated work organizational forms to can an organization emerge into address the business trends for an e-business. the 21st century? These organiza- As an initial phase toward e- tional network structures are business, organizations in the hos- based around horizontal and pitality industry can define the cross-functional business process- value-adhg business processes as es inside and outside the organi- the foundation of an e-business zation. Network organizations can model. The implementation of extend business processes across Internet technology without regard the entire value chain. to processes can mate chaos and Business process orientation is lost investments. defined as the degree to which a company is focused on business Innovation permits change processes and cross-functional E-business is creating a more activity. The new e-business model complex and competitive market- couples Internet technologies with place, pressuring existing organi- business process redesign tech- zations to anticipate and respond niques to transform key business more quickly to market changes. processes, a blend of TQM, reengi- Some business leaders believe that neering and organizational knowl- an innovative organizational cul- edge and learning as leading ture adapts more readily to change. principles. The competitiveness of Many theorists and practitioners e-business companies "places a contend that innovativeness exists premium on the swiR and flawless only when organizational learning execution of proce~ses."~'Hammer continuously takes place. and Stanton contend that simply The phrase, 'learning organi- automating a business process zation," has existed in the litera- using Internet technologies mere- ture for several decades. Peter ly "advertises its flaws." Senge popularized the term in the A processaiented organiza- 1990s;however, other writers have tion has a culture that accepts made si&wnt contributions to and adapts to "continuous change this topic. Senge defines systems and improvement, teamwork thinking, team learning, shared experience and the customer vision, personal mastery, and men- focus.""An approach to becoming tal models as the elements of a an e-business is to "examine all learning organization. Systems aspects of your company's current thinking is a primary discipline for business processes and determine viewing "the whole picture" and which e-business technologies can the interrelationships between the create the best and most cost- various parts of the organization. effective e-business strategy for Senge's five disciplines can gener- your ~ompany.'"~Only when infor- ate an organization where all lev-

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. els focus on the same goals, trust and found that a superior learning each other, complement each environment produces better per- other's strengths and weaknesses, formance outcomes." and produce results that succeed Several researchers have iden- in the marketplace. ti6ed the orientations or cultures The distinction between the that generate organizational learn- learning organization and orga- ing and, consequently, innovation. nizational learning is not always Hult dehes team, systems, learn- clear in the literature. Organiza- ing, and memory orientations as tional learning can be viewed as the degrees to which organizations the processes used by organiza- behave as market-driven learning tions to acquire, disseminate, organi~ations.~%herauthors view interpret, and file in memory new learning orientation as openness in knowledge from its external the organization, a shared vision, and internal environment~.~~Theand a commitment to learning and learning organization is one development?' which is skilled at creating, acquiring, and transferring Learning is continuous knowledge, and at modifying its An orientation toward the cus- behavior to reflect new knowl- tomer, market, or external environ- edge and insights. This organiza- ment provides a source of new ideas tion creates the culture and for change and improvement, the structure and provides the mech- foundations for e-business. Organi- anisms that enhance learning. zations are utilizing market intelli- Organizations that are learn- gence to become more competitive ing oriented have employees who in today's knowledge-intensive can put aside old habits and adopt economy. To sustain a competitive new practices, learn to be open advantage, companies have real- with each other, form shared ized that they need to continuously strategies, and work togcther to acquire and use knowledge about achieve the strategies. their customers, markets, competi- The transformation of busi- tors, and partners when developing ness processes, coupled with new marketing strategies. technologies and relationships, Knowledge utilization requires can be enhanced through an orga- that organizations strive to nization's ability to learn faster cultures, structures, and business than the competition, specifically processes favorable for constant new entrants to e-business. learning. An innovative culture is Lcarning is considered the nlost one which is believed to facilitate important organizational resource. the effective use of information Baker and Sinkula conducted and knowledge. Aculture that pro- empirical studies on the effects of motes and encourages change and learning and market orientation innovative behavior is believcd to on organizational performance increase the communication flows

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. inside and outside the company References and to increase the utilization of ' T. Levitt, "The Globalization of knowledge.%- Network structures, Markets." Haruard Business Review 83. which are expected to be dominant "0.3 (19,831: 92-102. C. Wilder, "ROI: E-business Strate- in an e-business3 require a 'On- gic Investment," Infor~nat~onWeek735 stant flow of external as well as (Mav24.19991: 48-59. internal information. D. Amor, The E-BusinessReuolutwn (Upper Saddle River, N.J.: Prentice Hall, Market orientation is consid- Ine,, 2000), 7-15, ered the foundation of organiza- ' D Dalton, "Is E-business For You?" tional learning, An orientation Stmtegic Firurrze 80, no. 9 (19991: 74-77; toward learning facilitates the R. Kalakota and M. Fbbinson,E-Busmess: Rwdmap for Success (Reading, Mass.: assimilation and infusion of new ~ddison-~es~evhnman, Inc., 1999). ideas and . Stronger preface; D. Amor, 7. ' market and learning orientations D. Amor, 7; J. Care, "An Implemen- tor,s Guide to E.Commerce." are associated with stronger (2000 accessed 06/OV00); available hm nizationd innovativeness and a http~llwww.brint.com/members/onlinei200 stronger capacity to innovate. 503iecommerceiecommerce.html;Internet. fi Kalakota and Robinson, preface. An e-business can harness its B. Gatty and C. Blaback, ''E.com. internal competencies when am- merce Gives Lodging lndustly Edge." bhed with an to continuous.Hotel & Motel Management 213, no. 7 (April 1998): 12, M. Kasavana and W. Cho. ly learn and diffuse "Generating an Online Bottom line," FZU about its external environment. HospitalitvReview 16. no. 2 (1998): 63-65. The rate of organizational learning ~ati~and Blabock, 12. ' bid. determines the company's ability to "' J. Murphy, E. J. Forrest, C. E. anticipate change. When combined Wotring, and R. A. Brymer, "Hotel Man- with market the mm- agement and Marketing on the Internet," The Cornell Hotel arid Restnurant Adnzin- pany Wainst the klmtion Quurterly 37, no. 3 (1996): 70-82. market, a necessity for surviving in " R. P. Vlosky and R. Fontenot. "The today's e-business environment. Internet and the Forest Products Indus- try: Current Status and Projected Companies that are most Trends," Forest Products Journal 47 cessfd at implementing an efec- (November/December 1997):33-40. tive e-business strategy are l2 R A Peterson, S. Balasubramanian, and B. J. Bronnenberg, Txploring the fleible' to continuous Implications of the Internet for Consumer change, speed responsive, and cus- Marketing," JOU-I of the Academy of tomer focused. They are able to Marketing Scienre 25, no. 4 (1997): 329-346. adopt a new business '" D. L. Hohand T. P. Novak, "A New Marketing Paradigm for Electronic based on market-focused Commerce," Information Society 13, no. 1 tional learning and business (1997): 43-54. process orientation, cultural char- l4P. Tinuners, Electronic Commerce: Stmtegies and Models for Business-to- needed for an e-busi- Business nuding (West Sussex, England: ness. A company that can develop John Wiley & Sons, Inc., 19991, preface. the use of e-business as a core com- " Pricew~terhouseCoopers,E-Busi- ness Electronic Business Outlwk. A Sur- petency have a strong cornpet- vey ,$' E-Busi,iess Goals, Prnctices, and itive advantage within its market. Results Ion-line] (New York: 1999,

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher. accessed 2/23/2000); available from tion and Learning Orientation on Orga- http://wwwebusinessisbusiness.com/tools nizational Performance," Journal of the Aatest-knowledge_ebo.html;Internet. Academy ofMarketing Science 27, no. 4 'W.S. Department of Commexe, U.S. (1999): 411-427. Industry and ?)adp Outlook 99 (NewYork: " 6. T. Hult, "Managing the Inter- The Mffiraw-Hill Companies, he., 1999). national Strategic Sourcing Process as a "D. Komansky, 'The Global Markets." Market-Driven Organizational Learning Vital Speeches of the Day 65, No. 19: 5967. System." Decision Sciences 29. no. 1 '9.Ghosh, ''Making Business Sense (i99s): i93-216. of the Intenlet." Harvard Busirless Review '; Baker and Sinkula, 411- 427. 51, no. 12 (19981: 126-135 '%. Menon and P. R. Varadarajan, '* S. Ghosh. 126-135. "A Model of Marketing Knowledge Use 2" T. wilsin, "Act Globally, Think Within Firms," Journal ofMarketing 56, Locallv." Internetweek, 15 November no. 4 (1992h 53-71. 1999, Bec A1, 789.

" P. Evans. T. Wurster, "Getting Real Carol Pernsteiner is an Instructor of Manaoe." About Krtual Commerce.'Harvnrd Bosr- ment and Oroanizalional Behavior at the Uni- ness Revwu, 77, no. 6 (1999): 8494. mrs ty 01 Pnoen,x dna Gene13 Manager ul me 21 D. SchultZ. 'lbtal Switch tO E-mar- Sneralon S.. IPS Pnantaaon ana Nancy Rausso keting Not ~ikeliin Near Future," Mnr~ s d accrord can0 ode n lnr Scnou ul BLSness keting News 33, no. 21. 11999): 8. Adminisfration at Nova Soufheaslern University " D. J. Connolly, M.D. Olsen; and R.G. Mmre, 'The Internet as a Distribu- tion Channel," Cornell Quarter1.y 39 (1998): 42-54.

" C. Binklev.~ ., "E-business:- The Web@~~rkrmamottinternational inc," Wall Street Journal. 17 Januarv2000. B6.

" Ibid...... , *Hotel Honchos Stress Consolidation. Speed,"k&zngHospitali@

56 (2000t,- , 37.~ " R. Oliva, "Can you leap across the e-business band gap?" Marketing Man- agement 8 (1999): 48-52. 2* R. Kalakota. R. Oliva, B. Donath, "Move over, e-business,' Marketing Man- agement 8. no. 3 11999): 23-32. 3" R.E. Miles, C. C. Snow, J. A. Math- ews, G. Miles, H. J. Coleman, "Organizing in the Knowledge Age: Anticipating the Cellular Form," Academy of Managenlent Emutioe 11 (1997): 7-20. 7' M. Hammer and S. Stanton, 'Wow process enterprises really work." Haruard Business ~eu&u,77 (19991: 108.118. 32 Y F. Jarrar and E. M. Aspinwall, "Business process reenginecling: leaming from organizational experience," Total Qualitv haweemennt 10 (1999): 173-186. "~dton,>477. " G. Huber, "Orean~zationalLearn ing: The contributing Processes and the Literatures,'' Organization Scimce 2, no. l(1991): 88-115. :Ii W. Baker and J. Sinkula, "The Synergistic Effect of Market Orienta-

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FIU Hospitality Review, Volume 18, Number 2, 2000 Contents © 2000 by FIU Hospitality Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher.