호텔기업의 자원지향성이 혁신활동과 경영성과에 미치는 영향에 관한 연구
A Study on the Effect of Resource Orientation by a Hotel Corporation on its Innovation Activities and Management Performance
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This study is focused on the relationship between resource orientation by hotel corporations and innovation activities, management performance. The findings were as follows. First, in terms of the effect of resource orientation on innovation activities, the sub-factors of resource orientation, namely, uniqueness, synergy and dynamism, all had a positive effect on service innovation, process innovation, organizational innovation and marketing innovation. Second, a review of the effect of innovation activities on management performance showed that among the innovation activities, service innovation and marketing innovation had a positive effect in terms of financial performance, but the effect of process innovation and organizational innovation on financial performance was not statistically significant. Customer perspective was also found to be positively influenced by service innovation and marketing innovation, while process innovation and organizational innovation did not have any statistically significant effect. Next, a review of the effect that innovation activities have on internal process perspective among various business management performances showed that service innovation, process innovation, organizational innovation and marketing innovation all had a positive effect on internal process perspective, in the descending order of organizational innovation, marketing innovation, process innovation and service innovation. Lastly, in terms of innovation activities’ effect on learning and growth perspectives, service innovation, process innovation, organizational innovation and marketing innovation all had a positive effect on learning and growth perspectives, with the degree of influence ranked in descending order, marketing innovation, organizational innovation, process innovation and service innovation.
Abstract
This study is focused on the relationship between resource orientation by hotel corporations and innovation activities, management performance. The findings were as follows. First, in terms of the effect of resource orientation on innovation activities, the sub-factors of resource orientation, namely, uniqueness, synergy and dynamism, all had a positive effect on service innovation, process innovation, organizational innovation and marketing innovation. Second, a review of the effect of innovation activities on management performance showed that among the innovation activities, service innovation and marketing innovation had a positive effect in terms of financial performance, but the effect of process innovation and organizational innovation on financial performance was not statistically significant. Customer perspective was also found to be positively influenced by service innovation and marketing innovation, while process innovation and organizational innovation did not have any statistically significant effect. Next, a review of the effect that innovation activities have on internal process perspective among various business management performances showed that service innovation, process innovation, organizational innovation and marketing innovation all had a positive effect on internal process perspective, in the descending order of organizational innovation, marketing innovation, process innovation and service innovation. Lastly, in terms of innovation activities’ effect on learning and growth perspectives, service innovation, process innovation, organizational innovation and marketing innovation all had a positive effect on learning and growth perspectives, with the degree of influence ranked in descending order, marketing innovation, organizational innovation, process innovation and service innovation.
참고문헌 (43)
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