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The use of strategic planning tools and techniques by hotels in Jordan

Author

Listed:
  • Jehad S. Aldehayyat
  • Adel A. Al Khattab
  • John R. Anchor

Abstract

Purpose - The purpose of this paper is to understand the use of strategic planning tools and techniques by hotels in Jordan and the nature of its relationship with managers' views of the strategic planning process. Design/methodology/approach - A review of the literature relating to both strategic planning and strategic planning tools and techniques in both developed and emerging markets is provided. The empirical research was conducted via a questionnaire survey of Jordanian hotels in two cities; namely, Petra and Aqaba. Findings - The main findings of this research are that the Jordanian hotels engage in the strategic planning process by using a number of techniques. The use of strategic planning tools and techniques relates more to the size of hotel and less to age and ownership type. There is a positive relationship between the use of strategic planning techniques and size of hotel. The managers of these hotels have generally positive attitudes towards the strategic planning process. The managers who believe in the benefits of strategic planning engage more in the practice of it. Research limitations/implications - The nature of this research is descriptive and the method used is a cross‐sectional survey. Therefore, future research could be conducted on a small number of these hotels by using a more in‐depth approach. Second, the sample was restricted to hotels in two cities in Jordan. Further research should include other regions in Jordan and should analyse the ownership types of hotels (such as independent versus chain) and its star rating. Originality/value - This paper provides empirical evidence about the use of the strategic planning tools and techniques by hotels in an emerging market context.

Suggested Citation

  • Jehad S. Aldehayyat & Adel A. Al Khattab & John R. Anchor, 2011. "The use of strategic planning tools and techniques by hotels in Jordan," Management Research Review, Emerald Group Publishing Limited, vol. 34(4), pages 477-490, March.
    • Handle: RePEc:eme:mrrpps:v:34:y:2011:i:4:p:477-490
    DOI: 10.1108/01409171111117898
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    Citations

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    Cited by:

    1. Steven Greenland & Elizabeth Levin & John F. Dalrymple & Barry O’Mahony, 2018. "Sustainable innovation adoption barriers: water sustainability, food production and drip irrigation in Australia," Social Responsibility Journal, Emerald Group Publishing Limited, vol. 15(6), pages 727-741, November.
    2. Raed Hussam Alzoubi & Amar Hisham Jaaffar, 2020. "The Mediating Effect of Crisis Management on Leadership Styles and Hotel Performance in Jordan," International Journal of Financial Research, International Journal of Financial Research, Sciedu Press, vol. 11(4), pages 384-397, July.
    3. Obonyo Mark Ouche & David Odhiambo Oima & Moses Oginda, 2016. "Moderating Effect of Strategic Planning Intensity on Strategic Planning and Financial Performance of National Sport Federations in Kenya," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(4), pages 242-260, April.
    4. Albana Berisha Qehaja & Enver Kutllovci & Justina Shiroka Pula, 2017. "Strategic Management Tools and Techniques Usage: a Qualitative Review," Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis, Mendel University Press, vol. 65(2), pages 585-600.
    5. Raed Hussam Alzoubi & Amar Hisham Jaaffar, 2021. "The Moderating Effect of Leaders¡¯ Experience on Leadership Styles and Crisis Management in the Jordanian Hotel Sector," International Journal of Financial Research, International Journal of Financial Research, Sciedu Press, vol. 12(1), pages 297-309, January.

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