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Redalyc.Internationalization of Service-Oriented Companies: Case Study Tourism & Management Studies ISSN: 2182-8458 [email protected] Universidade do Algarve Portugal Carvalho, Luísa Internationalization of service-oriented companies: Case study research into a hospitality group Tourism & Management Studies, vol. 10, 2014, pp. 169-173 Universidade do Algarve Faro, Portugal Available in: http://www.redalyc.org/articulo.oa?id=388743880021 How to cite Complete issue Scientific Information System More information about this article Network of Scientific Journals from Latin America, the Caribbean, Spain and Portugal Journal's homepage in redalyc.org Non-profit academic project, developed under the open access initiative L. Carvalho, Tourism & Management Studies, 10(Special Issue), 2014, 169-173 Internationalization of service-oriented companies: Case study research into a hospitality group Internacionalização de empresas de serviços: Um estudo de caso aplicado a um grupo hoteleiro Luísa Carvalho Department of Social Sciences and Management, Open University, Edifício Inovação I, Av. Jacques Delors, 211, 2740-122 Porto Salvo, Oeiras, Portugal and CEFAGE, (Centro de Estudos e Formação Avançada em Gestão e Economia), University of Évora, Portugal, [email protected] Abstract Resumo The service sector has grown in importance in recent years mainly O setor dos serviços ganhou um peso significativo nos últimos anos e because it contributes towards economic growth and job creation in contribuiu para o crescimento económico e criação de emprego em many countries. As yet, the services sector has been the subject of little muitos países. Contudo, ainda que nos últimos anos os estudos sobre o research and few empirical studies, especially within the field of setor serviços tenham vindo a aumentar, este setor carece ainda de innovation. Moreover, the specific features of services make it difficult investigação, principalmente de estudos empíricos aplicados ao estudo to study their internationalization, notably in tourism companies. The da inovação e da internacionalização. Para além disso as características purpose of this study is twofold. Firstly, to present a literature review dos serviços, em particular no caso da hotelaria dificultam o estudo da of internationalization in services and hospitality companies in internacionalização. Este artigo tem dois objetivos. Por um lado, particular. Secondly, to discuss a case study focusing on the largest apresenta uma revisão de literatura sobre internacionalização de Portuguese hospitality group (Pestana Group). This allows us to serviços, com ênfase no caso da hotelaria. E, por outro lado, pretende formulate hypotheses that support empirical study and make some discutir um estudo de caso aplicado ao maior grupo hoteleiro português important observations regarding service-oriented companies. (Grupo Pestana). Esta investigação permitiu a formulação de hipóteses Keywords: internationalization, hospitality companies, services, que suportam o estudo empírico e apontou um conjunto de pistas strategy. relevantes sobre este assunto no caso das empresas hoteleiras. Palavras-chave: Estratégia, hotelaria, internacionalização, serviços. 1. Literature Review 1.2. Theories of internationalization in services 1.1. Internationalization of services: Some frameworks The eclectic paradigm or OLI theory (Ownership, Location, Internalization) was the pioneering theory that helps us to The internationalization of companies to new markets often understand the internationalization process in services creates opportunities for value creation and growth (Lu & companies (Dunning & Norman, 1983, 1987; Dunning, 2001). Beamish, 2001). Therefore, internationalization is considered a Dicken (2003) say these firms decide to internationalize if they means of improving performance and some companies move have some competitive advantages in terms of OLI assets and rapidly to global expansion and is rapidly conducted in a few competencies over those in the host country. Bryson et al cases, for instance when they start on a global scale (Oviatt & (2004) argue that the ownership advantage (referred to as McDougall, 1994; Knight & Cavusgil, 1996; Rialp et al, 2005). company’s specific advantage) is based on the company’s Studies on internationalization strategies in the service sector reputation and knowledge of its human resources. The location are divided into two distinct groups. Whereas the first claims advantage refers to the importance of knowledge about specific there are differences between the internationalization of aspects of the local market and of providing customer service products and services (Root, 1987; Bradley, 1991), the second (face-to-face) in the host country. argues that the specificities of services are a minor factor and The advantages of internalizing are determined by the firm’s that internationalization theory used to study industry can also ability to preserve specific knowledge without the risk of loss be applied to services (Boddewyn et al, 1986) (Erramilli, 1990). or sharing, as well as its ability to use knowledge of customer Many services e.g. information services and accounting, can be needs and profile in the provision of services and the possibility produced by decoupling production and consumption so that of controlling the quality of service provided. All these they are exportable and become ‘hard services’; on the other advantages could be better exploited if the company moved to hand, separation is not possible in another set of services such these markets (rather than exporting or licensing) and took as hotels and hospitals, namely ‘soft services’, (Vandermerwe & total control of the internationalization process. Table 1 Chadwick, 1989; Erramilli, 1991). presents the advantages of OLI in services companies. Table 1 - Advantages of ownership, location and internalization in services Ownership advantage Location advantage Internalization advantage Type of activity Capital; Skilled Labor; Protection and exploitation of Reinsurance; Executive Search; knowledge (labor supply) and Accountancy; Specialist knowledge; Size of local market; business contacts (demand); Management and engineering International reputation; Need to protect market; High information costs; Quality; Buyer uncertainty. consultancy; Branch banking; Access to markets; Information. Investment banking; Insurance Design. Managerial skills. Source: Dunning and Norman, 1983: 679 adapted by Faulconbridge et al, 2008 With regard to the internationalization of hospitality assessment is made of four types of control: a) management companies, the mode of entry into the hospitality sector implies and quality control b) physical assets c) organizational routines a high level of control in the internationalization process. An and tacit knowledge d) codified strategic assets (e.g. brand and 169 L. Carvalho, Tourism & Management Studies, 10(Special Issue), 2014, 169-173 booking system). Depending on the entry strategy used, only full control over codified assets while other areas are responsibility for the control of this area by international hotel usually shared with the partner. In the case of management company or hotel of host country varies (Contractor & Kundu, contracts, hotel chains are responsible for operations, 1997). implementing systems, procedures and brand, recruitment of hotel directors, human resources policies and quality. The hotel In this context, the different options are divided into three is managed as a property of the hotel chain. groups: a) Direct investment with total control (acquisition and creation of new subsidiaries); b) Direct investment involving Finally, in franchising contracts the hotel chain gives its brand shared control; c) Forms that do not involve capital such as to the hotel and includes marketing and quality control. In this management contracts and franchising (Buckley, 1995). In the case, the chain does not manage the hotel; the hotel has daily case of direct investment with total control, the company has control of operations and its physical assets. The chain only exclusive control over the four areas mentioned above; on the controls the codified assets, while the tacit control of assets is other hand, direct investment in cooperation (joint ventures) is shared with the hotel. Table 2. Entry modes and types of control exercised by hospitality companies Entry modes Types of control FDI (total ownership) FDI (shared Management Franchising ownership) contracts Strong control a, b, c, d d d d Weak control - a,b,c a,c c Without control - - b a, b a. Daily control of the hotel b. Control over physical assets c. Control over organizational routines / tacit elements of the company d. Control over codified assets encoded Source: Contractor & Kundu, 1997 Factors that determine internationalization and the selection of 2.3.2. Factors related with organizational skills country for internationalization may include trading conditions i) Dimension (country risk, cultural distance and market potential) and other factors related with organizational skills (size, international International activities consume a great deal of resources with experience, intangible assets and skills). the result that large companies often have a greater capacity to 1.3.1. Factors related with trading conditions internationalize. Some studies confirm that smaller firms face certain constraints in accessing financial resources and i) Country risk management (Kogut & Singh, 1988, Agarwal & Ramaswami, 1992). Companies operating in international environments face a set of circumstances determined
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