toward a characterisation of the maturity of organisational online capabilities: the case of hotel...
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ENTER 2014 Research Track Slide Number 1
Toward a Characterisation of the Maturity of Organisational Online Capabilities:
The Case of Hotel Distribution in Morocco
Larbi Safaa, and
François Bédard
School of Management Université du Québec à Montreal, Canada
ENTER 2014 Research Track Slide Number 2
Agenda
• Introduction– Problem
– objectives• Conceptuel review• Method• Results• Conclusion
ENTER 2014 Research Track Slide Number 3
Introduction
Cote comptetence(Prahalad et Hamel, 1990)
Knowledge-Based Theory(Grant, 1996)
Organizational Capability Dosi et al. (2000)
Internet as a technology and information resource
Resource-based view
(RBV)
How IT investments might translate into performance?
Dynamic capability (Teece et al. 1997
Strategic alignment (Henderson and
Venkatraman (1993)
Individual?
Collective?Emergent
RareValuable
Imperfectly imitable Non Substituable
(Barney 1990)
ENTER 2014 Research Track Slide Number 4
Two objectives:
Present the constructs of the maturity of organisational online capabilities in direct distribution of the hotel sector;
Evaluate the impact of the maturity of organisational online capabilities on organisational performance.
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« to integrate, create and reconfigure existing competences internally or externally in order to meet the challenges of a rapidly changing environment» Teece et al. (1997)
« to integrate, reconfigure, gain and release resources—to match and even create market change » Eisenhardt and Martin (2000),
Dynamic Capabilities
Maturity of dynamic capabilities
RetirmentRetrenchment
Founding and
Development
Maturity
Conceptuel review
?
Aptitude
Processes
Replication
Redeployment
Renewal
Recombination
A dynamic capability is a learned and stable pattern of collective activity through which the organization systematically generates and modifies its operating routines in pursuit of improved effectiveness. (Zollo et Winter, 2002)
Pattern
Helfat and Peteraf (2003)
Change
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Replication
Redeployment
Renewal
Recombination
Creation of content (text, images and updating of
content)
Spread of content (websites, newsletter)
Search engine optimisation
Dynamic pricing(yield management)
Dynamic capabilities in hotel distribution identified by the BMs and TMs
Criteria of dynamic capability maturity (Helfat and Peteraf, 2003)
Generating Indicators for measuring dynamic online capability maturity
Technology Managers
ENTER 2014 Research Track Slide Number 7
HarmonyLuftman (200)
firm strategy
IS strategyFitHenderson and Venkatraman (1993)
organisational structure
IS structure
Coordination( Lederer et Mendelow, 1986)
Understanding Construct of strategic online alignment maturity
Shared measures
Trust
Strategic alignment
Level of encouragement of innovation
Conceptuel review
Business Managers
Technology Managers
Shared Perceptions
Luftman (2003)
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Exploratory study
Testing the research
hypotheses
Objectif
11 semi-directed interviews
Survey questionnaire was
administered
Identifying the dynamic capabilities unleashed by the disintermediation
Function title n %
Business managers (BMs) Hotel director 16 15.84
Communication director 15 14.85
Marketing director 22 21.78
Revenue manager 14 13.86
Commercial agent 18 17.82
Assistant marketing director 15 14.85
Sub-total 101 100
Technology managers (TMs) E-Commerce manager 20 19.8
Information system manager 7 6.9
Webmaster 74 73.2
Sub-total 101 100
TOTAL 202
Determining the organisational performance
Method
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Hypotheses
Validity of the hypotheses
H1
SOAM DOCM
Strategic online alignment maturity has a direct and positive effect on dynamic online capability maturity.
Supported
H2
SOAM OP
Strategic online alignment maturity is significantly linked to organisational performance.
Supported
H3
SOAM OP
Dynamic online capability maturity is significantly linked to organisational performance.
Supported
Legend:H1, H2, H3 = hypothesis 1, hypothesis 2, hypothesis 3SOAM = strategic online alignment maturity DOCM= dynamic online capability maturity OP = operational performance
Results
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Shared perceptions of the BMs and TMsUnderstanding
Shared measures
Trust
Encouragement of innovation
Business performance Increase of direct e-sales
Increase of profit margin
Retrenchment of margins transferred to intermediaries
Growth of non-accommodation sales
Marketing performance Acquisition of new international markets
Acquisition of new client segments
Understanding of client needs and expectations
Identification of principal purchasing criteria
Client satisfaction through the use of the proposed e-services
Replication of content creation
Redeployment of content creation
Redeployment of dynamic pricing
Replication of content dissemination
Replication of SEO
Recombination of the spread and SEO of the content
H11%
H31%
H25%
Organisational performance
Dynamic onlinecapability maturity
Strategic online alignment maturity
Characterisation of the maturity of organisational online capabilities
Results
Strong
Strong
ENTER 2014 Research Track Slide Number 11
Management implications
Theatrical implications
Identification of dynamic capabilities in the hotel distribution sector as well as their maturity criteria
Demonstration of the existence of a very strong linkage between dynamic capability maturity and organisational performance corroborates the wide-spread acceptance in the literature of the dynamic capabilities concept
Highlighting the linkages between the perceptions and behaviours of the diverse actors.
Presentation of a theoretical approach that can be used by executives from hotel distribution for assessing the maturity of their dynamic capabilities and their strategic online alignment
Conclusion
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Thank you
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