PhD Degree in Tourism Management Leslie, D (2008) REFERENCE LIST

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1 PhD Degree i Tourism Maagemet Leslie, D (2008) Referece list REFERENCE LIST Aaltoe, P. Ikävalko, H Implemetig strategies successfully. Itegrated Maagemet System, Vol 13/6. Alashloo, FR. Castka, P. Sharp, JM Towards uderstadig the impeders of strategy implemetatio i higher educatio: A case of HE istitutios i Ira. Quality Assurace i Educatio, Vol. 13/2. Alexader, LD Successfully implemetig strategic decisios. Log Rage Plaig, Vol.18/3. Al-Ghamdi, SM Obstacles to successful implemetatio of strategic decisios: the British experiece. Europea Busiess Review, Vol. 98/6. Adrews, KR The cocept of corporate strategy. Homewood IL: Irwi. Asoff, HI Busiess strategy. The Chaucer Press Ltd., Suffolk. Atkiso, H Strategy implemetatio: a role for the balaced scorecard. Maagemet decisio, Vol. 44/10. Ballaira, A Emergig treds i the hotel idustry: o frills, more trills for Europea travellers. [o-lie] Bigler, WR The ew sciece of strategy executio. Strategy ad Leadership, Vol. 29/3. Bowma, EH. Helfat, CE Does corporate strategy matter? Strategic Maagemet Joural, Vol. 22/1. 137

2 PhD Degree i Tourism Maagemet Leslie, D (2008) Referece list Brache, A. Freedma, M Is our visio ay good? Joural of Busiess Strategy, Vol. 20/2. Bryso, JM Strategic plaig workbook for o-profit orgaisatios. Jossey-Bass, Sa Fracisco, CA. Chimhazi, J The impact of marketig/hr iteractios o marketig strategy implemetatio. Europea Joural of Marketig, Vol. 38/1. Churchill, GA Marketig research (Secod Editio). The Dryde Press, USA. Craig, JC. Grad, RM Strategic maagemet. Clays Ltd., Eglad. Cooper, DR. Schidler, P Busiess research methods. Irwi/McGraw- Hill, New York. Creswell, JW Educatioal Research: Plaig, coductig, ad evaluatig quatitative ad qualitative research (Secod Editio). Pearso Educatio Iteratioal. New Jersey. David, FR Strategic maagemet cocepts. (8th Editio). Upper Saddle River, New Jersey: Pretice Hall. De Feo, JA. Jasse, A How to implemet a strategy successfully. Measurig Busiess Excellece, Vol. 5/4. De Vascocellos e Sá, J How to implemet a strategy. Busiess, Vol. 40/2. Dicer, O. Tatoglu, E. Glaister, KW The strategic plaig process: evidece from Turkish firms. Maagemet Research News, Vol 29/4. 138

3 PhD Degree i Tourism Maagemet Leslie, D (2008) Referece list Dobii, CB. Luffma, G Implemetig marketig strategy through a market orietatio. Joural of Marketig Maagemet. Vol 16. Dobi, B. Dobi, D. Luffma, G Behavioural approaches to marketig strategy implemetatio. Marketig Itelligece & Plaig, Vol. 19/6. Dooley, RS. Fryxell, GE. Judge, WQ Belabourig the ot so obvious: cosesus, commitmet, ad strategy implemetatio speed ad success. Joural of Maagemet, Vol. 26/6. Ehlers, TMB. Lazeby, KJAA Strategic maagemet - South Africa cocepts ad cases. Pretoria: Va Schaik Publishers. Edgar DA. Nisbet L A matter of chaos some issues for hospitality busiesses. Iteratioal Joural of Cotemporary Hospitality Maagemet, Vol 8/2. Fahey, L. Radall, RM The portable MBA i strategy. Joh Wiley ad Sos, USA. Faulker, D. Bowma, C The essece of competitive strategy. Pretice Hall, UK. Feurer, R. Chaharbaghi, K. 1995a. Strategy developmet: past, preset ad future. Maagemet Decisio, Vol. 33/6. Feurer, R. Chaharbaghi, K. 1995b. Researchig strategy formulatio ad implemetatio i dyamic eviromets. Bechmarkig for Quality Maagemet & Techology, Vol. 2/4. Feurer, R. Chaharbaghi, K. Wargi, J Aalysis of strategy formulatio ad implemetatio at Hewlett-Packard. Maagemet Decisio. Vol 33/

4 PhD Degree i Tourism Maagemet Leslie, D (2008) Referece list Guffey, R. Niehaus, B Determiats of employee support for the strategic pla of a busiess uit. Society for Advacemet of Maagemet Advaced Maagemet Joural, March Hair, FH. Aderso, RE. Tatham, RL. Black, WC Multivariate data aalysis. New Jersey: Pretice Hall. Hambrick, D. Caella A Strategy implemetatio as substace ad sellig. The Academy of Maagemet Executive, Vol. 3/4. Hamel, G. Prahalad, CK Strategic itet. Harvard Busiess Review. May- Jue 1989: Harrigto, RJ The how ad who of strategy makig: Models ad appropriateess for firms i hospitality. Joural of Hospitality ad Tourism Research, Vol. 29/3. Harriso, EF Strategic plaig maturities. Maagemet Decisio, Vol 33/2. Horwitz, G Is strategic plaig possible? South Africa executives speak out! The Strategic Associates, RSA. Hrebiiak, L Implemetig global strategies. Europea Maagemet Joural, Vol. 10/4. Huger, J. Wheele, TL Strategic maagemet. Addiso-Wesley Publishig Compay, USA. Hussey, J. Hussey, R Busiess research: A practical guide for udergraduate ad post graduate studets. Macmilla Press LTD, Lodo. 140

5 PhD Degree i Tourism Maagemet Leslie, D (2008) Referece list Ip, YK. Koo, LC BSQ strategic formulatio. Maagerial Auditig Joural, Vol. 19/4. Johso, CR. Scholes, K Explorig corporate strategy (Third Editio). Uiversity Press, Uited Kigdom, Kapla, RS. Norto, DP The strategy map: guide to aligig itagible assets. Strategy & Leadership, Vol 32/5. Kay L True Gree. Priciples ad Profits. Lodgig 21. Keatig, M. Harrigto, D The challege of implemetig quality i the Irish hotel idustry. Joural of Europea Idustrial Traiig, Vol. 27/9. Kumar, R. Markeset, T. Kumar, U Implemetatio ad executio of idustrial service strategy: A case study from the oil ad gas idustry. Joural of Quality i Maiteace Egieerig, Vol. 12/2. Lewis, B Strategic plaig process. BMI Strategy Cosultig Uit, South Africa. Lu, Z. Chiag, D Strategic issues faced by Otario hotels. Iteratioal Joural of Cotemporary Hospitality Maagemet, Vol 15/6. Mayard, HB. Mehrtes, SE The Fourth Wave: Busiess i the 21st Cetury. Sa Fracisco, CA: Berrett-Koehler. McDaiel, C. Gates R Marketig research essetials (Third Editio). Ohio: South-Wester College Publishig. 141

6 PhD Degree i Tourism Maagemet Leslie, D (2008) Referece list McNamara, C. (1997).Basic overview of various strategic plaig models. Adapted from the Field Guide to Noprofit Strategic Plaig ad Facilitatio. Free Maagemet Library: Copyright , Autheticity Cosultig, LLC Mehta, CR. Patel, NR SPSS Exact Tests 7.0 for Widows. Chicago, SPSS Ic. Meldrum, M. Atkiso, S Meta-abilities ad the implemetatio of strategy: Kowig what to do is simply ot eough. Joural of Maagemet Developmet, Vol. 17/8. Mellalieu, PJ Auditig the strategic pla. Maagerial Auditig Joural, Vol. 7/1. Miller, D Successful chage leaders: what makes them? What do they do that is differet? Joural of Chage Maagemet, Vol. 2/4. Mitzberg, H Patters i strategy formatio. Maagemet Sciece, Vol. 24/9. Morse, J. (1994). Critical issues i qualitative research methods. Thousad Oaks CA: Sage. Neuma, WL Social research methods: Qualitative ad quatitative approaches (Fourth Editio). Ally ad Baco. USA. Norušis, M SPSS for Widows: Base System User s Guide, Release 6.0. Chicago, SPSS Ic. Nutt, PC Surprisig but true: half the decisios i orgaisatios fail. Academy of Maagemet Executive, Vol. 13/4. 142

7 PhD Degree i Tourism Maagemet Leslie, D (2008) Referece list Ohmae, K The mid of the strategist. McGraw-Hill Book Compay, USA. Okumus, F Towards a strategy implemetatio framework. Iteratioal Joural of Cotemporary Maagemet, Vol. 13/7. Okumus, F Ca hospitality researchers cotribute to the strategic maagemet literature? Iteratioal Joural of Hospitality Maagemet, Vol 21/2. Okumus, F A framework to implemet strategies i orgaizatios. Iteratioal Joural of Cotemporary Maagemet, Vol. 13/7. Okumus, F. Roper, A Great strategy, shame about the implemetatio! Proceedig of the 7th Aual Hospitality Research Coferece (CHME), Glasgow. Olse, M. Tse, E. West, J Strategic maagemet i the hospitality idustry. J. Wiley, New York Oxford Dictioary of Busiess Eglish - Paperback Editio Oxford Uiversity Press Ic New York. Pitts, RA. Lei, D Strategic maagemet: Buildig ad sustaiig competitive advatage (Third Editio). Maso, OH: South-Wester College Publishig. Peters, TJ. Waterma, RH I search of excellece lessos from America s Best Ru Compaies. Harper ad Row, New York. Plats, K. Ta, KH Strategy visualisatio: kowig, uderstadig, ad formulatig. Maagemet Decisio, Vol. 42/5. Porter, ME What is strategy? Harvard Busiess Review, Vol. 74/6. 143

8 PhD Degree i Tourism Maagemet Leslie, D (2008) Referece list Pu, KF A coceptual syergy model of strategy formulatio for maufacturig. Iteratioal Joural of Operatios & Productio Maagemet, Vol 24/9. Qui, JB The strategic process. Pretice Hall, USA. Rausch, E. Halfhill, SM. Sherma, H. Washbush, JB Practical leadership-imaagemet educatio for effective strategies i a rapidly chagig world. Joural of Maagemet Developmet, Vol. 20/3. Roth, K. Schweiger, M. Morriso, J Global strategy implemetatio at uit level: operatioal capabilities ad admiistrative mechaisms. Joural of Iteratioal Busiess Studies, Vol. 22/3. Sterlig, J Traslatig strategy ito effective implemetatio: dispellig the myths ad highlightig what works. Strategy ad Leadership, Vol. 31/3. Stock, JR. Lambert, DM Strategic logistics maagemet (Fourth Editio). New York: McGraw-Hill/Irwi. Stopford, JM Cases i strategic maagemet. Joh Wiley ad Sos, USA. Teare, RE. Costa, J. Eccles, G Relatig strategy, structure ad performace. Joural of Workplace Learig, Vol 10/2. Thomas, J Force Field Aalysis: A ew way to evaluate your strategy. Log Rage Plaig, Vol. 18/6. Thompso, AA. Stricklad, AJ Craftig & implemetig strategy (Sixth Editio). Richard D. Irwi, Chicago, IL. 144

9 PhD Degree i Tourism Maagemet Leslie, D (2008) Referece list Tourism Gradig Coucil of South Africa, [Olie] Traier, JF Models ad tools for strategic plaig. New Directios for Istitutioal Research. Tribe, J Corporate strategy for tourism. Thomso Learig, Lodo. Waldersee, R. Sheather, S The effects of strategy type o strategy implemetatio actios. Huma Relatios, Vol. 49/1. Welch, J Jack: What I ve leared leadig a great compay ad great people. Warer Books Ic. New York. Wu, W. Chou, C. Wu, Y A study of strategy implemetatio expressed through Su Tsu s priciples of war. Idustrial Maagemet ad Data Systems, Vol. 104/5. Yavitz, B. Newma, WH Strategy i actio. The Free Press, New York. 145

10 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure A Phase oe Discussio guide ANNEXURE A: PHASE ONE - DISCUSSION GUIDE PHASE ONE IN-DEPTH INTERVIEWS AMONGST HOTEL EXECUTIVES Discussio Guide Itroductio & backgroud Iterviewer itroduces himself ad state the aim of the discussio - that is to discuss the processes of strategic plaig, implemetatio ad cotrol i the compay. Resposes are cofidetial ad aalysed usig qualitative ad textual cotet aalysis techiques. Iterviewer will also iform the respodet that the iterview will be recorded for trascribig ad aalysis purposes. Ask the respodet to state his/her ame, positio ad the ame of the hotel or group he/she represets. Sectio A: About your hotel/group Please tell me a bit about your hotel/group o Is it part of a chai (iteratioal, atioal)? o How may rooms does the hotel have? o What star ratig does it have? o How log has the hotel bee i existece? o Please commet o the orgaisatioal life cycle it is i [Iterviewer: Establish if the orgaisatio is i start-up, growth, maturity or declie phase of the orgaisatioal life cycle) Sectio B: Strategic plaig What importace is placed by maagemet o the formal processes of strategic plaig? Why do you say so? To what extet is strategic plaig takig place? Is it a formal process? Do you feel it is sufficietly addressed? How ofte is formal strategic plaig sessios held i your compay? Who is ivolved (levels)? Tell me about your strategic plaig framework. Is it a oe-year pla, a five-year pla? 146

11 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure A Phase oe Discussio guide How is the strategic itet of your head office filtered dow to your hotel? Which strategic plaig process best describes your plaig culture: top to bottom or bottom-up? Are there differet plas for each uit/departmet/geographical area? Do you use ay kow theoretical plaig tools? Please metio. Would you say that the strategic itet of the compay is commuicated to all? Please elaborate? Would you say it is uderstood by all? Please elaborate? How is the moitored? What mediums are used to commuicate the strategic itet? [Iterviewer: Discuss direct ad idirect mediums, e.g. , workshops, etc.] Sectio C: Strategy implemetatio To what extet do you feel strategy implemetatio is successfully doe i your compay? What would you say are the key barriers that restrict your compay to move from strategic plaig to strategy executio? The literature otes the compoets of strategy implemetatio as commuicatio, iterpretatio, adoptio ad actio. Please tell me, which compoet do you regard as the biggest challege i strategy implemetatio? Ca you motivate? Would you say that maagemet provides eough support i the form of huma ad physical resources to implemet strategies successful? Let s talk about each of the compoets separately. What specific problems or challeges are you aware of i your compay with regards to compoets whe implemetig strategy? commuicatig iterpretatio adoptio actio Would you say that your compay culture i geeral is coducive for effective strategy implemetatio? Let s talk about the followig factors ad how it iflueces implemetatio: Motivatio amogst staff Huma resources (capabilities) Traiig Iformatio systems Performace appraisal Work desig Workload ad coflictig activities Flexibility Adaptig to market chages Competitor respose Group fuctioig & team work 147

12 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure A Phase oe Discussio guide Attitudes amogst employees Resistace to chage Power ad politics Which facets would you say is critical whe implemetig strategy? What ca be doe to overcome barriers to strategy implemetatio ad support this process? Sectio D: Strategic cotrol What importace would you say is placed by executive maagemet o the formal processes of strategic cotrol? What processes or tools are used by your compay to moitor strategy implemetatio? This ca iclude iformatio systems, reports ad meetigs? How ofte is strategy implemetatio milestoes moitored? Is it a routie process or sporadic? Please elaborate o its effectiveess? Are these processes ad tools effective? Why do you say so? What factors hamper strategy cotrol most i your compay? 148

13 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure B Phase two Questioaire ANNEXURE B: PHASE TWO - QUESTIONNAIRE PHASE TWO SURVEY AMONGST HOTEL MANAGERS Questioaire From strategic plaig to strategy implemetatio withi the hotel idustry i South Africa SECTION A: DEMOGRAPHIC CHARACTERISTICS Please respod to all the questios Your positio i the compay? Maagig Director 1 Seior Executive 2 Middle Maagemet 3 Other (please specify) 4 /1 Highest educatioal level achieved? Matric/ Grade 12 1 Diploma 2 Bachelors degree 3 Post graduate 4 /2 SECTION B: BUSINESS DEMOGRAPHICS Which category best describes your hotel structure? Iteratioal chai of hotels 1 Natioal chai of hotels 2 Sige hotel - stad aloe 3 /3 Please provide some detail about your hotel: Number of rooms /4.1 Number of staff /4.2 Star ratig: Star ratig /5 149

14 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure B Phase two Questioaire SECTION C: STRATEGIC PLANNING How ofte is formal strategic plaig sessios held i your compay? Bi-aually 0 Yearly 1 Every two years 2 Every three years 3 Every four years 4 Every five years 5 Other (specify) 6 /6 Who are ivolved i these plaig sessios? Executive/Top maagemet 1 Middle maagemet 2 Lower maagemet 3 All staff members 4 Other (specify) 5 /7 Please rate the effectiveess/success of each of the strategic maagemet fuctios. Please use a scale where 1 = Not effective at all; 2 = Not effective; 3 = I-betwee; 4 = Effective; ad 5 = Very effective. Ratig Strategic plaig /8.1 Implemetatio /8.2 Support /8.3 Cotrol /8.4 Please evaluate your executive maagemet with regard to the followig. Please use a scale where 1 = Very low; 2 = Low; 3 = I-betwee; 4 = High; ad 5 = Very high. Ratig Strategic plaig ad formulatio capabilities /9.1 Market aalysis capabilities /9.2 Pro-actively keepig up-to-date o market & cosumer chages /9.3 Uderstadig the dyamics of the hotel idustry /9.4 Ivolvig all levels i strategic plaig /9.5 Provides valuable feedback o strategically importat issues to me /9.6 Givig regular feedback o strategic achievemets ad meetig of goals /9.7 Strategy implemetatio /9.8 Moitorig strategy executio Ability to traslate strategy ito actio /9.9 Measurig strategy implemetatio effectiveess /

15 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure B Phase two Questioaire Which of the followig theoretical models ad processes do you use to do strategic plaig? SWOT aalysis 1 Eviromet scaig 2 PEST aalysis 3 Sceario aalysis 4 Competitor aalysis 5 Five-forces model 6 Portfolio aalysis 7 BCG-Growth Share Matrix 8 Diamod aalysis 9 Value chai aalysis 10 Customer satisfactio aalysis 11 Employee satisfactio aalysis 12 PIMS (Profit Impact of Market Strategy) 13 Other (specify) 14 /10 What time related strategic pla does your compay follow? A oe year pla 1 A two year pla 2 A three year pla 3 A five year pla 5 Other (specify) 6 /11 SECTION D: STRATEGY IMPLEMENTATION What would you say are the key barriers that restrict your compay to move from strategic plaig to strategy executio?....../12 Which facets would you say is critical whe implemetig strategy?....../13 Please rate the effectiveess/success of the strategic implemetatio process i your compay with regard to the followig four processes [Please use a scale where 1 = Not effective at all; 2 = Not effective; 3 = I-betwee; 4 = Effective; 5 = Very effective. Ratig (a) Commuicatio /14.1 (b) Iterpretatio /14.2 (c) Adoptio /14.3 (d) Actio /

16 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure B Phase two Questioaire A literature review has idetified a umber of impeders of strategy implemetatio. Please rate the items listed below by idicatig to what extet they hamper strategy implemetatio i your compay [1 = ; to 5 = To a large extet. Ratig Lack of exact strategic plaig /15.1 Bad strategy poorly coceived busiess models /15.2 Isufficiet likig of strategy to goals /15.3 Time limitatio /15.4 Lack of swift implemetatio /15.5 Lack of sychroisig strategy implemetatio to market rhythm/pulse /15.6 Uaticipated market chages /15.7 Effective competitor respose to strategy /15.8 Lack of cosesus amog decisio makers /15.9 Too may ad coflictig priorities /15.10 Top dow maagemet style /15.11 Lack of bottom up ivolvemet i craftig strategy /15.12 Lack of idetificatio of major problems /15.13 Icompatible structure with the strategy /15.14 Usuitable resources allocatio /15.15 Lack of adequate commuicatio (vertical ad horizotal) /15.16 Lack of effective co-ordiatio /15.17 Icompatible orgaisatioal culture /15.18 Competig activities amog people/uits /15.19 Usuitable evaluatio ad cotrol systems /15.20 Usuitable leadership /15.21 Lack of adequate orgaisatioal support /15.22 Lack of adequate maager commitmet /15.23 Usuitable persoel maagemet /15.24 Ucotrollable iteral factors /15.25 Ucotrollable exteral factors /15.26 Lack of eough capabilities/skills of employees /15.27 Resistace to chage amog people/uits /15.28 Lack of uderstadig of the strategy /15.29 SECTION E: STRATEGIC CONTROL What importace would you say is placed by executive maagemet o the formal processes of (a) strategic coordiatio, (b) support, (c) cotrol, (d) follow-up ad (e) feedback? Please use a scale of 1 to 5 where 1 = Not importat at all; 2 = Not importat; 3 = I-betwee; 4 = Importat; ad 5 = Very importat Importace (a) Strategic coordiatio /16.1 (b) Support /16.2 (c) Cotrol /16.3 (d) Follow-up /16.4 (e) Feedback /

17 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure B Phase two Questioaire How would you rate the effectiveess of executive maagemet o the formal processes of (a) strategic coordiatio, (b) support, (c) cotrol, (d) follow-up ad (e) feedback? Please use a scale of 1 to 5 where 1 = Not effective at all; 2 = Not effective; 3 = I-betwee; 4 = Effective; ad 5 = Very effective. Effectiveess (a) Strategic coordiatio /17.1 (b) Support /17.2 (c) Cotrol /17.3 (d) Follow-up /17.4 (e) Feedback /17.5 What processes are employed by your compay to moitor strategy implemetatio?....../18 What factors hamper strategy cotrol most i your compay?....../19 Thak you! David Leslie PhD Studet 153

18 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure C Phase three Evaluatio form ANNEXURE C: PHASE THREE EVALUATION FORM PHASE THREE FOCUS GROUP DISCUSSION WITH HOTEL MANAGERS Discussio Guide Itroductio & backgroud Iterviewer itroduces himself ad state the aim of the discussio - that is to preset ad discuss the model developed by the researcher/facilitator. Presetig the model Facilitator presets the model ad explais how it was developed. The moderator also explais the differet cocepts ad how it should be used. Please review the model ad commet o: o Ease of uderstadig o Practicality o Completeess/Cover of key success factor Ay recommedatios that could improve the uderstadig, cotet ad practicality of the model 154

19 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure D Statistical output Iteral cosistecy reliability ANNEXURE D: STATISTICAL OUTPUT - INTERNAL CONSISTENCY RELIABILITY Crosstabs * Approximately 50 of cases (SAMPLE) Crosstab Approximately 50 of cases (SAMPLE) Hotel structure: Iteratioal Cout Expected Cout Group A Group B withi Approximately 50 of cases (SAMPLE) of Natioal Cout Expected Cout withi Approximately 50 of cases (SAMPLE) of Sigle Cout Expected Cout withi Approximately 50 of cases (SAMPLE) of Cout Expected Cout withi Approximately 50 of cases (SAMPLE) of Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearso Chi-Square.100 a Likelihood Ratio Liear-by-Liear Associatio N of Valid Cases 61 a. 2 cells (33.3) have expected cout less tha 5. The miimum expected cout is

20 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure D Statistical output Iteral cosistecy reliability Star ratig: * Approximately 50 of cases (SAMPLE) Crosstab Approximately 50 of cases (SAMPLE) Star ratig: 3 Cout Expected Cout Group A Group B withi Approximately 50 of cases (SAMPLE) of Cout Expected Cout withi Approximately 50 of cases (SAMPLE) of Cout Expected Cout withi Approximately 50 of cases (SAMPLE) of Cout Expected Cout withi Approximately 50 of cases (SAMPLE) of Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearso Chi-Square a Likelihood Ratio Liear-by-Liear Associatio N of Valid Cases 61 a. 0 cells (.0) have expected cout less tha 5. The miimum expected cout is

21 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure D Statistical output Iteral cosistecy reliability * Approximately 50 of cases (SAMPLE) Crosstab Approximately 50 of cases (SAMPLE) Number of rooms: Cout Expected Cout Group A Group B withi Approximately 50 of cases (SAMPLE) of Cout Expected Cout withi Approximately 50 of cases (SAMPLE) of Cout Expected Cout withi Approximately 50 of cases (SAMPLE) of Cout Expected Cout withi Approximately 50 of cases (SAMPLE) of Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearso Chi-Square a Likelihood Ratio Liear-by-Liear Associatio N of Valid Cases 61 a. 0 cells (.0) have expected cout less tha 5. The miimum expected cout is

22 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure D Statistical output Iteral cosistecy reliability NPar Tests Ma-Whitey Test Raks 7.1 Strategic plaig 7.2 Implemetatio 7.3 Support 7.4 Cotrol Approximately 50 Group f A (SAMPLE) Group B Group A Group B Group A Group B Group A Group B N Mea Rak Sum of Raks Strategic plaig Test Statistics a 7.2 Impleme tatio 7.3 Support 7.4 Cotrol Ma-Whitey U Wilcoxo W Z Asymp. Sig. (2-tailed) a. Groupig Variable: Approximately 50 of cases (SAMPLE) 158

23 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results ANNEXURE E: STATISTICAL OUTPUT TABULAR RESULTS Tabular Results Star ratig: 1. Respodet's positio i the compay: Maagig Director Seior Executive Chai Idepedet Middle Maagemet Geeral Maagemet Star ratig: 2. Highest educatioal level achieved: Matric/Grade 12 Diploma Chai Idepedet Bachelors degree Post graduate Star ratig: 3. Which category best describes your hotel structure? Iteratioal chai of hotels Natioal chai of hotels Chai Idepedet Sigle hotel - stad aloe Star ratig: 4a. Number of rooms? Chai Idepedet

24 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: 4b. Number of permaet staff employed? Chai Idepedet Star ratig: 5. How ofte is formal strategic plaig sessios held i your compay? Bi-aually Yearly Every two years Chai Idepedet Every three years Star ratig: 6. Who are ivolved i these plaig sessios? Executive/Top maagemet Uits maagemet Chai Idepedet Middle maagemet Lower maagemet All staff members

25 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: 7.1 Strategic plaig Not effective I-betwee Chai Idepedet Effective Very effective Implemetatio Not effective I-betwee Effective Very effective Support Not effective at all Not effective I-betwee Effective Very effective Cotrol Not effective at all Not effective I-betwee Effective Very effective

26 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: 8.1 Strategic plaig ad formulatio capabilities Low I-betwee High Chai Idepedet Very high Market aalysis capabilities Low I-betwee High Very high Pro-actively keepig up-to-date o market & cosumer chages Very low Low I-betwee High Very high Uderstadig the dyamics of the hotel idustry Low I-betwee High Very high Ivolvig all levels i strategic plaig Very low Low I-betwee High Very high Provides valuable feedback o strategically importat issues to me Very low Low I-betwee High Very high Givig regular feedback o strategic achievemets ad meetig of goals Very low Low I-betwee High Very high Strategy implemetatio Low I-betwee High Very high Moitorig strategy executio Low I-betwee High Very high Ability to traslate strategy ito actio Very low Low I-betwee High Very high Measurig strategy implemetatio effectiveess Very low Low I-betwee High Very high

27 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: 9. Which of the followig theoretical models ad processes do you use? SWOT aalysis Eviromet scaig PEST aalysis Sceario aalysis Chai Idepedet Competitor aalysis Five-forces model Portfolio aalysis BCG-Growth Share Matrix Diamod aalysis Value chai aalysis Customer satisfactio aalysis Employee satisfactio aalysis PIMS (Profit Impact of Market Strategy) Star ratig: 10. What time related strategic pla does your compay follow? Oe year pla Two year pla Three year pla Chai Idepedet Five year pla

28 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: 13.1 Commuicatio Not effective at all Not effective Chai Idepedet I-betwee Effective Very effective Iterpretatio Not effective I-betwee Effective Very effective Adoptio Not effective I-betwee Effective Very effective Actio Not effective I-betwee Effective Very effective

29 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: 14.1 Lack of exact strategic plaig To a little extet Chai Idepedet To some extet To a large extet Bad strategy - poorly coceived busiess models To a little extet To some extet To a large extet Isufficiet likig of strategy to goals To a little extet To some extet To a large extet Time limitatio To a little extet To some extet To a large extet Lack of swift implemetatio To a little extet To some extet To a large extet Lack of sychroisig strategy implemetatio to market rhythm/pulse To a little extet To some extet To a large extet Uaticipated market chages To a little extet To some extet To a large extet Effective competitor respose to strategy To a little extet To some extet To a large extet Lack of cosesus amog decisio makers To a little extet To some extet To a large extet Too may ad coflictig priorities To a little extet To some extet To a large extet Top dow maagemet style To a little extet To some extet To a large extet

30 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: Lack of bottom up ivolvemet i craftig strategy To a little extet To some extet To a large extet Chai Idepedet Lack of idetificatio of major problems To a little extet To some extet To a large extet Icompatible structure with the strategy To a little extet To some extet To a large extet Usuitable resources allocatio To a little extet To some extet To a large extet Lack of adequate commuicatio (vertical ad horizotal) To a little extet To some extet To a large extet Lack of effective co-ordiatio To a little extet To some extet To a large extet Icompatible orgaisatioal culture To a little extet To some extet To a large extet Competig activities amog people/uits To a little extet To some extet To a large extet Usuitable evaluatio ad cotrol systems To a little extet To some extet To a large extet Usuitable leadership To a little extet To some extet To a large extet Lack of adequate orgaisatioal support To a little extet To some extet To a large extet

31 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: Lack of adequate maager commitmet To a little extet To some extet Chai Idepedet To a large extet Usuitable persoel maagemet To a little extet To some extet To a large extet Ucotrollable iteral factors To a little extet To some extet To a large extet Ucotrollable exteral factors To a little extet To some extet To a large extet Lack of eough capabilities/skills of employees To a little extet To some extet To a large extet Resistace to chage amog people/uits To a little extet To some extet To a large extet Lack of uderstadig of the strategy To a little extet To some extet To a large extet Commuicatio of strategic itetios To a little extet To some extet To a large extet Iterpretatio of strategic itetios To a little extet To some extet To a large extet Adoptio of strategic itetios To a little extet To some extet To a large extet Actio of strategic itetios To a little extet To some extet To a large extet

32 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: 15.1 Strategic coordiatio Not importat at all Not importat I-betwee Chai Idepedet Importat Very importat Support Not importat I-betwee Importat Very importat Cotrol Not importat I-betwee Importat Very importat Follow-up Not importat I-betwee Importat Very importat Feedback Not importat at all Not importat I-betwee Importat Very importat

33 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: 16.1 Strategic coordiatio Not effective I-betwee Chai Idepedet Effective Very effective Support Not effective at all Not effective I-betwee Effective Very effective Cotrol Not effective I-betwee Effective Very effective Follow-up Not effective at all Not effective I-betwee Effective Very effective Feedback Not effective at all Not effective I-betwee Effective Very effective Star ratig: 17. What processes are employed to moitor strategy implemetatio? Evaluatio/progress reports Noe formal - maagers resposibility Chai Idepedet Meetigs to review progress

34 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure E Statistical output Tabular results Star ratig: 18. Factors that hamper strategy cotrol Lack of buy-i/resistace to chage/commitmet Regular feedback Uderstadig strategic itet Chai Idepedet Commuicatio Icomplete strategy implemetatio checklist Strategy cotrol see as iformal process

35 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure F Statistical output Correlatio aalysis ANNEXURE F: STATISTICAL OUTPUT CORRELATION ANALYSIS Correlatios Spearma's rho 7.1 Strategic plaig Correlatio Coefficiet 7.1 Strategic plaig 7.2 Implem etatio 7.3 Support 7.4 Cotrol *.454**.335** Sig. (2-tailed) N Implemetatio Correlatio Coefficiet.300* **.477** Sig. (2-tailed) N Support Correlatio Coefficiet.454**.480** ** Sig. (2-tailed) N Cotrol Correlatio Coefficiet.335**.477**.515** Sig. (2-tailed) N *. Correlatio is sigificat at the 0.05 level (2-tailed). **. Correlatio is sigificat at the 0.01 level (2-tailed). Correlatios Spearma's rho 13.1 Commuicatio Correlatio Coefficiet 13.1 Commu icatio 13.2 Iterpretatio 13.3 Adoptio 13.4 Actio *.311*.186 Sig. (2-tailed) N Iterpretatio Correlatio Coefficiet.264* **.394** Sig. (2-tailed) N Adoptio Correlatio Coefficiet.311*.405** ** Sig. (2-tailed) N Actio Correlatio Coefficiet **.432** Sig. (2-tailed) N *. Correlatio is sigificat at the 0.05 level (2-tailed). **. Correlatio is sigificat at the 0.01 level (2-tailed). 171

36 PhD Degree i Tourism Maagemet Leslie, D (2008) Aexure F Statistical output Correlatio aalysis Correlatios Spearma's rho 16.1 Strategic coordiatio 16.2 Support 16.3 Cotrol 16.4 Follow-up 16.5 Feedback Correlatio Coefficiet Sig. (2-tailed) N Correlatio Coefficiet Sig. (2-tailed) N Correlatio Coefficiet Sig. (2-tailed) N Correlatio Coefficiet Sig. (2-tailed) N Correlatio Coefficiet Sig. (2-tailed) N **. Correlatio is sigificat at the 0.01 level (2-tailed). *. Correlatio is sigificat at the 0.05 level (2-tailed) Strategic coordiatio 16.2 Support 16.3 Cotrol 16.4 Follow-up 16.5 Feedback **.570**.420**.323* ** **.658**.624** **.708** **.508** **.658**.650** ** *.624**.508**.734**