Search results

This paper aims to examine the question of whether commercial, peer-to-peer accommodation platforms (Airbnb, in particular) and hotels are in fierce competition with each other with the possible presence of substitution threats, and compares the time series of the occupancy values across two supplier types.

The cities of Milan and Rome are used as case studies for this analysis. To assess the extent of synchronization, the series of Airbnb and hotels are transformed into a series of symbols that render their rhythmic behavior, and a mutual information metric is used to measure the effect.

The results show that Airbnb hosts and hotels have different seasonal patterns. The diverse occupancy trends support the absence of direct competition between Airbnb and hotels. The findings are consistent in the two analyzed cities (Milan and Rome). Interestingly, there are higher similarities between seasonal occupancy series of Airbnb listings in Milan and Rome, on one side, and hotels in Milan and Rome, on the other, than between Airbnb and hotels in the same city.

The findings show a progressive de-synchronization (within mutual information) among the five groups of Airbnb hosts triggered by the rising professionalization degree. This result suggests the existence of a partial different business model for multi-listing hosts.

The study illustrates an absence of any substitution threat between Airbnb and hotels in both cities. This could have important consequences, especially for the pricing and revenue management policy. In fact, the higher the substitution threat, the higher the attention that Airbnb entrepreneurs should pay to the pricing strategy implemented by hotels, and vice versa.

This study sheds new light on the competition threat between Airbnb and hotels. In this study, hotels and Airbnb hosts appear as two very separate markets.

This paper aims to provide a review of hotel performance within the hospitality and tourism research domain. The authors use network analysis to examine two research questions. The first relates to ascertaining general trends within the hotel performance literature, and the second focuses on identifying the salient streams and sub-topics.

Articles were selected according to three criteria: keywords, journals and year of publication. The analysis embraces 20 years (1996-2015). These choices assure a wide coverage of the literature. Using these three criteria, the sample includes 1,155 papers. For the analysis, the authors created a network of papers designated as nodes, and the citations among the papers as links. A network approach recognizes the internal structure of the network by identifying groups of nodes (papers) that are more densely connected between themselves than to other nodes within the network (modules, clusters or communities).

The authors found 761 papers that were “connected” studies within the network. By contrast, 34 per cent of the sample (394 papers) consists of “unconnected” studies. Excluding outliers, the net sample was 734 articles. The authors identify 14 clusters, which they break down into several sub-topics. The authors conclude by providing some conclusions regarding trends and future research directions. With regards to salient topics, cross-citation and network analysis provide a detailed picture of where the literature comes from and where it currently stands. Conclusions are articulated at the theoretical and empirical levels.

Compared with previous hotel performance reviews, the approach followed by this study enables the discovery of an analytical research map, which is able to identify both clusters and sub-topics populating each segment. Researchers are able to position their work and identify issues that are in growth and decline.

This paper aims to explore two research questions. The first focuses on the main methodological characteristics of previous studies in the field of price and revenue research in terms of commercial peer-to-peer accommodation platforms (P2P APs). The second compares the 33 articles and identifies the convergent and divergent findings. The literature review outlines some future research avenues.

This paper is a literature review that explore the price and revenue determinants in the field of P2P APs (such as Airbnb). The methodology shows how the sample was defined and is based on three steps: selection of papers, sample selection, and coding. The research was carried out in March 2020 and generated an initial sample composed of roughly 3,000 articles. A two-stage inclusion/exclusion process was applied to select the final sample, which includes 33 articles.

The empirical findings report the main antecedents of price and revenue as well as the methodological domains of the analyzed papers. Focusing on determinants, six blocks of variables were identified. The listing variables (48%), host characteristics (18%), location (12%), guest review (11%), destination characteristics (11%) and external comparison (1%). For each block, convergent and divergent findings are illustrated.

The main limitations of this study relate to the criteria used in selecting the sample and the manual coding activity. This last decision (manual coding activity) was based on the limited number of papers available and the wide spectrum of variables used.

The practical implications are many, and they include a greater awareness of the variables that influence price and revenue as well as the impact that these variables could have on rates. Furthermore, managers interested in analyzing specific topics or variables can find analytical support in the information reported in the appendices.

The evidence provided is useful both for scholars considering further research in this field and for practitioners seeking to define pricing policies. Some future research avenues have been outlined, including new topics for development and methodological advancements.

This paper aims to explore the effects generated by the Milan World Expo 2015 on both firm performance and seasonality structure. It aims to answer the following research question: Did the Milan Expo 2015 influence only hotel results without changing seasonal patterns, or was this mega event able to reconfigure seasonal periods?

The present analysis is based on Smith Travel Research (STR) data. This source offers daily data on a large sample of Milan hotels (approximately 80 per cent of the total), representing more than 30,000 rooms. The empirical data relate to a period of 12 years, 11 of which are focused on the pre-event period (2004-2014), while 2015 is centered on the Milan Expo. This data comprise 4,383 daily observations. For each day, three operating measures were analyzed: occupancy, average daily rate (ADR) and revenue per available room (RevPAR).

The empirical findings fully support the first hypothesis: the four seasonal periods built around the main market segments are relevant lenses for understanding Milan’s demand structure before Expo 2015. The findings also support the second hypothesis relating to the effects generated by the event: Expo 2015 was able to improve hotel performance during the four seasonal periods analyzed. The most fragile seasonality registered the highest rise. Finally, the last two hypotheses to be investigated are as follows: did the Milan Expo 2015 simply improve hotel performance, without changing the underlying seasonal patterns (H3), or did this event reconfigure the demand structure (H4)? The analyses carried out lend more support to the fourth hypothesis, suggesting that new seasonal patterns emerged during Expo 2015.

This paper explores the impact of a mega event on seasonal patterns of hotel performance metrics. At least three original aspects are introduced. First, to analyze the Milan demand variation, a market segment approach that proposes an innovative seasonal matrix is developed. This is based on the three main client groups attracted by the destination. Second, the effects generated by the Expo are measured with consideration given to the four seasonal periods. Third, based on graphical and statistical analysis, the paper confirms that new seasonal patterns emerged during the Expo.

This paper aims to address the research question of whether family social capital affects the degree of engagement in the entrepreneurial process in the case of hospitality and tourism (H&T) new ventures, and how this relates to environment-related motivations. In particular, drawing on a process-based approach of individuals’ engagement in entrepreneurship, this paper provides new insights into the relationship between the perception of support by the family through the provision of bonding and bridging social capital and the decision to engage in the entrepreneurial process. The main contribution consists in the role of “following an environmental mission” that emerges as a motivation mediating the relationship between family resource provision and entrepreneurial engagement in the H&T industry.

For this exploratory study, we rely on cross-sectional observations from 2,923 individuals gathered through the Global University Entrepreneurial Spirit Students Survey, which collects information on career choices and preferences of university students around the globe. Given our focus on the early engagement process in entrepreneurship and the role of embeddedness in family structures, the use of a sample of young potential entrepreneurs such as students is particularly appropriate.

This study suggests that the family acts as a fundamental institution fostering entrepreneurship, both through the provision of bonding and bridging social capital, and the nurturing of attitudes toward the environment. The results indicate that, in the H&T industry, entrepreneurship can be a valuable means to pursue such attitude and is perceived as a way to proactively contribute to undertake responsible environmental activities.

The study provides some implications for researchers, educators and policymakers interested in fostering entrepreneurial initiatives in the field, considering the role of a social-oriented mission as a vehicle to encourage profit-oriented entrepreneurial initiatives, and the importance of the family as a resource provider that fosters entrepreneurial engagement. The paper also discusses the strengths and limitations of this unique and broad cross-national sample.

Becoming entrepreneurs is depicted as climbing an entrepreneurial “ladder”, whereby each individual’s engagement along this process depends on a number of antecedents. Family bridging and bonding social capital, as well as following an environmental mission, emerge as important factors in the H&T industry, thus extending previous literature on the distinctiveness of this industry.

This study explores the short- and medium-term effects generated by the Milan Expo 2015, adopting a microeconomic approach. The focus is on the hospitality sector. The study embraces nine years, identifying three intervals: pre- (2011–2014), during- (2015) and post-Expo (2016–2019). The time span does not include the Covid-19 pandemic period, which started in 2020. The dataset is composed of daily data. Three research questions are explored. First, an overall evaluation of the short- and medium-term effects is performed. Second, the seasonal effects are measured. Finally, the impacts for different classes of hotels are considered. The findings are supportive for the legacy generated by the Milan Expo. The results confirm the ability of the Milan Expo to strengthen the leisure segment. Positive results have been observed for all classes of hotels, relevantly augmenting the real revenue per available room (RevPAR). Luxury hotels achieved the highest increase of RevPAR, while economy class hotels registered the highest percentage of increase of RevPAR.

The systemic nature of tourism products generates the need for a broad involvement of destination stakeholders in the destination management organization's (DMO) activities and makes destination governance, defined as the setting up and developing of rules and mechanisms for business strategies by involving stakeholders (Beritelli et al.), an interesting topic. Over the last seven years the authors have conducted an in‐depth study of governance and performance of 13 European tourism destinations – three mountain and two seaside destinations, four urban cities and four small heritage cities (Sainaghi; d'Angella; De Carlo and Dubini) – which represent an interesting sample to study this topic. This paper aims to discuss these issues.

A qualitative methodology is adopted; applying a theoretical model (Airoldi et al.) to the sample, the authors analyzed the governance structure of the selected destinations in terms of typologies of stakeholders involved, contributions provided, rewards obtained, decision‐making processes and mechanisms which link these four components.

The clinical cases (Yin; Eisenhardt) reported in the paper reveal several archetypes in destination governance structures defined according to different variables: destination manager characteristics; amount (absolute and relative) of financial contributions managed by the destination manager; financial model (firms and public bodies participation in destination manager annual budget); number of actors participating in the governance structure; number of actors participating in permanent meta‐management activities.

The empirical analysis offers interesting implications for both the academic debate and practitioners. From an academic point of view, this categorization enriches the academic contributions on destination governance, which are often descriptive. Moreover, the model allows identifying key variables and relationships in order to analyze and assess destination governance structures. At the same time, this framework offers interesting insights for destination managers responsible for the design and management of the governance structure.

This paper proposes a model originally projected to analyze firms' governance for the analysis of DMOs governance. The authors decided to apply this model because it offers a new perspective to study destination governance, which considers the complexity of the environment and the different kinds of relationships between stakeholders.

This paper seeks to demonstrate the critical importance of the destination's decisions made in relation to market positioning in understanding the competitive performance achieved by local businesses.

The aim of the empirical research was to check the following hypotheses: clear positioning on longer‐stay customers makes it more likely that the conduct of ski corporations and hotel businesses will complement each other; clear positioning on longer‐stay customers improves the competitive performance of ski corporations; and clear positioning on longer‐stay customers improves the competitive performance of tourist hospitality businesses. The multiple case study methodology was adopted as a means of refuting or confirming these hypotheses, with the use of a combination of qualitative and quantitative data, although giving greater weight to the quantitative sources.

Two dimensions are of decisive importance: the commercial mix of customers attracted to the destination (distinguishing between day‐trippers and longer‐stay customers), and the structural mix of plant capacity and high turnover tourist accommodation facilities.

The case studies chosen have made it possible to test three hypotheses according to which a clear positioning on longer‐stay customers: increases the extent to which the behaviour of ski corporations and hotel structures complement each other; improves the competitive performance of the ski corporations; and improves the competitive performance of the businesses offering tourist accommodation.

This article aims to identify average room rate (ARR) determinants of individual firms located in a destination.

The sample is composed of 72 individual firms, operating in the 3‐5 star category; data were collected using financial statements and questionnaires. Independent variables are searched along “what” (product) and “where” (location) dimensions.

The empirical findings identify four main significant and relevant determinants related to the “what” positioning – number of rooms, number of employees, number of employees per room, years since the last refurbishment – and confirm the relevance of location, and especially the centrality inside the destination.

Empirical findings show the relevance of strong advantage (disadvantage) of location (where) that might compensate disadvantage (advantage) in the strategic positioning (what). Inside the determinants, the results suggest the importance of a broad commercial policy, able to differentiate the served targets, in order to optimise occupancy and, if possible, prices.

The paper suggests the usefulness of taking into greater account the link between destination and local firms as an important determinant of performance and explores what are key success factors for individual (not affiliated) firms.

This paper aims to identify revenue per available room (RevPAR) determinants of individual firms located in a destination. Independent variables are to be sought along “what” and “where” dimensions.

The sample is composed of 72 individual firms, operating in the 3‐5 star range and data have been collected from financial statements and questionnaires.

The empirical findings identify four main significant determinants linked to the “what” positioning – number of rooms, number of employees, number of years since the last refurbishment, market orientation – and confirm the relevance of location (“where”), and especially of centrality within the destination.

At a theoretical level, the findings suggest the importance of linking the identification of determinants with the local context (destination) and positioning inside the city (location). At an empirical level, the study suggests some interesting implications both for existing hotels and for start‐ups. For existing firms, empirical findings show the relevance of a strong advantage (disadvantage) in location (where) that might compensate for a disadvantage (advantage) in the strategic positioning (what). Concerning start‐ups, the findings confirm the old rules of the hotel game, significantly summarized in the three success factors of a hotel unit: location, location, and location.

The present paper suggests the usefulness of taking into greater account the link between destination and local firms as an important determinant of performance, and explores the key success factors for individual (not affiliated) firms.