TY - JOUR
T1 - Measuring hotel performance using the balanced scorecard
T2 - A theoretical construct development and its empirical validation
AU - Elbanna, Said
AU - Eid, Riyad
AU - Kamel, Hany
N1 - Funding Information:
The authors gratefully acknowledge the research fund received from Qatar University to conduct this study (grant # QUSG-CBE-DMM-13/14-5 ).
Publisher Copyright:
© 2015 Elsevier Ltd.
PY - 2015/10/1
Y1 - 2015/10/1
N2 - A key contribution to the performance measurement literature was the introduction of the balanced scorecard (BSC) in 1992. However, despite its appealing rationale in capturing different aspects of performance and its wide and increasing use in a range of industries, there has been no rigorous psychometric development and testing of performance scales from the BSC perspective in the hospitality industry. In order to contribute to fill this gap, this study adopted a two-stage design seeking to develop and test a scale of organizational performance using the BSC in the hotel sector. In Stage 1, the authors generated and refined the scale items, recognizing unique characteristics of the hotel sector. In Stage 2, the scale has been assessed in terms of dimensionality, validity, and reliability. The findings suggest that managers do make a meaningful distinction between five aspects of hotel performance. Unexpected results, contributions, limitations, directions for future research, and managerial implications are all discussed.
AB - A key contribution to the performance measurement literature was the introduction of the balanced scorecard (BSC) in 1992. However, despite its appealing rationale in capturing different aspects of performance and its wide and increasing use in a range of industries, there has been no rigorous psychometric development and testing of performance scales from the BSC perspective in the hospitality industry. In order to contribute to fill this gap, this study adopted a two-stage design seeking to develop and test a scale of organizational performance using the BSC in the hotel sector. In Stage 1, the authors generated and refined the scale items, recognizing unique characteristics of the hotel sector. In Stage 2, the scale has been assessed in terms of dimensionality, validity, and reliability. The findings suggest that managers do make a meaningful distinction between five aspects of hotel performance. Unexpected results, contributions, limitations, directions for future research, and managerial implications are all discussed.
KW - Balanced scorecard (BSC)
KW - Hospitality
KW - Hotel performance
KW - Organizational performance
KW - Performance measurement
KW - Scale development
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U2 - 10.1016/j.ijhm.2015.09.004
DO - 10.1016/j.ijhm.2015.09.004
M3 - Article
AN - SCOPUS:84941642800
SN - 0278-4319
VL - 51
SP - 105
EP - 114
JO - International Journal of Hospitality Management
JF - International Journal of Hospitality Management
ER -