toward a characterisation of the maturity of organisational online capabilities: the case of hotel...

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


Agenda

• Introduction– Problem

– objectives• Conceptuel review• Method• Results• Conclusion


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)


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.


« 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


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


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)


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


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


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


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


Thank you