基于动态能力观的中国中档饭店企业竞争力研究

发布时间：2018-10-19 12:55

【摘要】：饭店业是中国1978年改革开放之后,与国际接轨最早的行业之一。在走过的30余年历程中,以三星级饭店为代表的中档饭店群体,作为饭店业的中流砥柱,为中国的旅游接待业作出了极大的贡献。但是,随着中国社会、经济的持续发展、旅游市场结构的变化和消费观念的不断更新,中国中档饭店企业的生存环境发生了巨大的改变,原有的竞争格局已被打破,中档饭店要抓住中国旅游业大发展的机遇,再创昔日的辉煌,就必须建立动态的竞争反应机制。本文基于动态能力观的企业竞争力理论,结合中档饭店外部竞争环境,从中档饭店企业能力、资源及动态能力机制如何匹配的视角下对中档饭店企业竞争力问题进行研究。本文首先对中档饭店的概念进行了界定,认为中档饭店是以舒适的客房和物有所值的服务吸引中端消费人群的介于高档饭店和经济型酒店两者之间的一类饭店。在当今中国,包括传统的三星级标准的综合型饭店和部分较为高端的有限服务型饭店,日平均客房价格在200～400元人民币之间。本文第二章对中国中档饭店发展历程进行了梳理,从中档饭店增长趋势、投资主体类型、经营效益情况、营业收入构成以及客源结构变化等方面总结了以三星级饭店为代表的传统中档饭店的发展轨迹。之后,对近年来新兴的中档有限服务型饭店发展状况进行了研究,指出了它们在业态、品牌发展战略、经营管理模式以及设计风格与理念上的创新。在对中档饭店的新、旧业态进行比较分析后,认为企业成长中过度的路径依赖、过度竞争与竞争不足并存现象以及企业能力低下导致的资源配置低效是中档饭店发展中存在的主要问题。之后,本文第三章对国内外中档饭店的相关研究文献以及企业竞争力的基础理论进行了梳理和评述,从中汲取了大量的研究灵感。本文第四章重点对中国中档饭店竞争力的决定因素和形成机理进行理论研究。认为,企业资源、能力和动态能力机制构成了中档饭店企业竞争力的三大决定性因素,外部环境则是中档饭店企业竞争力的重要影响因素,由此确定了中档饭店企业竞争力研究的基本框架。在对中档饭店企业资源、能力、动态能力机制和外部环境的构成体系进行了理论研究之后,笔者构建了中档饭店企业竞争力形成机制模型,并提出了一系列假设。在第五章,笔者对中档饭店企业竞争力的决定因素和形成机理进行了实证研究。在获取了足够样本的情况下,采用SPSS16.0软件和AMOS18.0软件,对调研结果进行了一系列的分析,提取了中档饭店企业资源、能力和动态能力机制中的主要竞争力影响因子,验证了中档饭店企业竞争力形成机理模型。为了进一步了解中国中档饭店企业竞争力现状,笔者展开了第二轮问卷调研,之后将调研结果运用AMOS结构方程模型进行了分析,得出了中档饭店企业资源、能力和动态能力机制三者间的相互关系,构建了中档饭店企业竞争力决定因素中三者关系的路径模型。在第六章,本文从宏观和微观两个维度对影响中国中档饭店企业竞争力的外部环境进行了研究。宏观环境主要从制度环境、经济环境、市场环境、社会文化环境、技术环境五个方面进行分析；微观环境研究中,笔者采用了波特的“五力模型”作为分析框架,分别从新进入企业、替代品企业、购买者、供应商、中档饭店同行之间这五个角度对中档饭店企业面对的压力进行了剖析。如何提升中档饭店企业竞争力,是本研究的出发点。因此,在第七章,基于之前的理论和实证研究成果,本文结合中档饭店企业竞争力现状,对以下迫切需要变革的问题进行了探讨：首先,通过对不同类型中档饭店企业绩效的比较分析,指出中档饭店各自不同的发展方向；其次,结合外部环境的动态变化,指出中档饭店应该细分市场、精准定位,进行多渠道的营销；再次,从改进动态能力机制的角度,分析了中档饭店组织变革的必要性及创新模式；第四,为了与强大的连锁品牌进行抗衡,单体中档饭店必须基于网络进行企业资源整合,可以构建以提升营销能力、提高获取资源能力、降低成本、提高顾客满意度等为主要目的的多种网络联盟方式；最后,笔者对国有三星级饭店的管理体制创新提出了自己的思考。
[Abstract]:The hotel industry is one of the earliest industries in China after the reform and opening-up of China in 1978. During the course of more than 30 years, China's tourism hospitality industry has made a great contribution to China's tourism hospitality industry as the middle-range hotel group represented by the three-star hotel. However, with the continuous development of Chinese society and economy, the change of tourism market structure and the renewal of consumption concept, the living environment of Chinese middle-grade hotel enterprises has changed greatly, and the original competition pattern has been broken. In order to seize the opportunity of the great development of China's tourism industry and create the former glory, the hotel must establish a dynamic competitive reaction mechanism. Based on the theory of enterprise competitiveness based on dynamic capability view, combined with the external competition environment of mid-range hotel, this paper studies the competitiveness of middle-grade hotel enterprises from the perspective of how to match the enterprise's ability, resources and dynamic capability mechanism. First of all, this paper defines the concept of mid-range hotel, and believes that the middle-grade hotel is a kind of high-grade hotel and economy hotel with comfortable rooms and good value for value. Hotel. In today's China, including traditional three-star hotels and some relatively high-end limited service hotels, the daily average room price is between 200 and 400 yuan The second chapter of this paper summarizes the development history of China's mid-range hotel, and sums up the traditional Chinese restaurant represented by the three-star hotel from the aspects of the growth trend of the middle-grade hotel, the type of investment subject, the operation benefit, the composition of operating income and the change of the source structure. After that, the development status of the emerging middle-grade limited service hotels in recent years has been studied, and points out that they are in the developing countries, the brand development strategy, the management mode and the design style and the theory. On the basis of comparative analysis of the new and old enterprises in the middle-grade hotel, the phenomenon of excessive path dependence, excessive competition and insufficient competition, and inefficient resource allocation caused by low enterprise's ability are considered to exist in the development of middle-grade hotels. After that, the author combs and comments on the relevant research literature and the basic theory of enterprise competitiveness in the third chapter of this paper, and draws lessons from it. The fourth chapter focuses on the determinants of the competitiveness of China's mid-range hotels. The author holds that the enterprise resource, ability and dynamic capability mechanism constitute the three decisive factors of the enterprise's competitiveness of the middle-grade hotel, and the external environment is the important influencing factor of the enterprise's competitiveness of the middle-grade hotel, thus confirming the middle-grade hotel enterprise. After theoretical research on the system of enterprise resource, capacity, dynamic capability and external environment, the author constructs the mechanism model of enterprise competitiveness of middle-grade hotel. The author puts forward a series of hypotheses. In chapter 5, the author's decision on the competitiveness of middle-grade hotel enterprises The factors and the mechanism of formation are studied. In the case of obtaining enough samples, the SPSS16. 0 software and SPCS18. 0 software are adopted to analyze the research results, and the main competitive factors in the resource, capacity and dynamic capability of the middle-range hotel are extracted, and the results are verified. In order to further understand the current situation of enterprise competitiveness in China, the author conducted a second round of questionnaire investigation, and then analyzed the results using AMOS structure equation model, and got the resource and capacity of middle-grade hotel enterprises. The relationship between dynamic capability mechanism and dynamic capability mechanism constructs the competitiveness of middle-grade hotel enterprises. In chapter 6, the paper analyzes the influence of the two dimensions of macro-and micro-dimension on China. The external environment of the competitiveness of hotel enterprises has been studied. The macro-environment is mainly analyzed from five aspects: system environment, economic environment, market environment, social culture environment and technical environment. In the micro-environment research, the author adopts Porter's five-force model as the analysis framework and points. Don't look at these five angles from new entrants, substitutes, buyers, suppliers, and mid-range hotels This paper analyzes the pressure faced by the middle-grade hotel enterprises. It is the starting point of this study to improve the competitiveness of middle-grade hotel enterprises. Therefore, in chapter 7, based on the previous theoretical and empirical research results, this paper discusses the problems that need to be changed urgently: firstly, Through the comparative analysis of the performance of different types of hotel enterprises, it is pointed out that the different development directions of the middle-grade hotels are different; secondly, the dynamic changes of the external environment are combined, it is pointed out that the middle-grade hotels should be divided into market, accurate positioning and multi-channel. Secondly, from the angle of improving the dynamic capability mechanism, this paper analyzes the necessity and innovation mode of the organization change of the middle-grade hotel. Fourth, in order to compete with the powerful chain brand, the single-grade hotel must be based on the network for enterprise resource integration, can be built to To improve marketing capability, improve the ability to acquire resources, reduce costs, improve customer satisfaction, etc., and finally, the author is responsible for the state-owned enterprises.
【学位授予单位】：复旦大学
【学位级别】：博士
【学位授予年份】：2012
【分类号】：F719

【参考文献】