Measuring hotel performance using the balanced scorecard: A theoretical construct development and its empirical validation

Said Elbanna, Riyad Eid, Hany Kamel

Research output: Contribution to journalArticlepeer-review

41 Citations (Scopus)

Abstract

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.

Original languageEnglish
Pages (from-to)105-114
Number of pages10
JournalInternational Journal of Hospitality Management
Volume51
DOIs
Publication statusPublished - Oct 1 2015

Keywords

  • Balanced scorecard (BSC)
  • Hospitality
  • Hotel performance
  • Organizational performance
  • Performance measurement
  • Scale development

ASJC Scopus subject areas

  • Tourism, Leisure and Hospitality Management
  • Strategy and Management

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