LA ESTRATEGIA DE OPERACIONES Y SU IMPACTO EN EL RESULTADO ORGANIZATIVO. UNA APLICACIÓN EMPÍRICA AL SECTOR HOTELERO EN LAS ISLAS CANARIAS

Tomás F. Espino-Rodriguez

Resumen


Este trabajo analiza la estrategia de operaciones en el contexto hotelero considerando dos variables clave como son las decisiones estructurales e infraestructurales y el resultado organizativo. Utilizamos una muestra representativa de hoteles de unos de los principales cluster turístico de España. En primer lugar, analizamos la intensidad en el uso de las políticas y prácticas de las decisiones de operaciones. En segundo lugar, identificamos las estrategias de operaciones que se emplean en este sector y en tercer lugar, se estudia la relación entre las estrategias de operaciones y su relación con el resultado organizativo. Los encuentros indican que seis estrategias son configuradas a partir de las decisiones de operaciones. Asimismo, se demuestra que no existe una relación positiva entre las estrategias de operaciones y el resultado financiero. Los resultados siguieren que la estrategia de servicio tiene una influencia negativa en el resultado financiero. Los hallazgos indican que hay una relación positiva entrelas estrategias de operaciones y el resultado no financiero, especialmente con las estrategias basadas en la renovación y las estrategias basadas en alianzas con suministradores. El trabajo permite a los directivos hoteleros conocer qué estrategias de operaciones deben enfatizar para incrementar el resultado organizativo.

Palabras clave: estrategia de operaciones, decisiones estructurales e infraestructurales, resultado organizativo, hoteles, Gran Canaria.  

ABSTRACT
This paper analyzes the operations strategyin the hospitality context considering two key variables such as structural and infrastructural decisions and organizational performance. A representative sample of hotels in one of the main tourist cluster of Spain is analyzed. The paper analyzes the intensity in the use of the policies and practices ofoperations decisions. The second purpose is to identify the operations strategies that are employed in this sector. Thirdly, the relationship between the operation strategies and their relationship with the organizational performance are studied. The results indicate that six strategies are configured fromoperation decisions. It also shows that there is not positive influence in the financial performance. The results suggest that service strategy has a negative influence on the financial performance. The findings show that there is apositive relationship between operations strategy and non-financial performance, especially with the renovation strategies and strategies based on alliances with suppliers. The work allows hotel managers the knowledge about the operations strategies that be must emphasize to increase organizational performance.  

Keywords: operations strategy, structural and infrastructural decisions, organizational performance, hotels, Gran Canaria.

Palabras clave


estrategia de operaciones; decisiones estructurales e infraestructurales; resultado organizativo; hoteles; Gran Canaria.

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Referencias


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DOI: https://doi.org/10.1234/RAT2011n11

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