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The implementation of a quality management system based on the Q tourist quality standard. The case of hotel sector

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  • M. Viada-Stenger
  • Francisco Balbastre-Benavent
  • Ana Redondo-Cano

Abstract

The Q Tourist Quality Standard is proving to be highly successful not only in Spain but also in several other countries across the European Union. The Q Certificate lays the ground for companies to build competitive differences not because they have obtained a certificate but because the groundwork the certificate implies means that they are capable of defining a quality management and control system which can achieve cost and differentiation advantages. The purpose of this article is to analyse the case of the Majestic Hotel in order to illustrate that the process must be implemented correctly if it is to create these advantages. The main results of the study show that, after an initial successful period, the project had to be shelved. The main cause of failure was the lack of involvement and commitment on the part of management. This led to inflexibility among the members of the organisation when it came to accepting change, a lack of training in quality and to a perception that a quality system was simply more “paperwork”. Copyright Springer-Verlag 2010

Suggested Citation

  • M. Viada-Stenger & Francisco Balbastre-Benavent & Ana Redondo-Cano, 2010. "The implementation of a quality management system based on the Q tourist quality standard. The case of hotel sector," Service Business, Springer;Pan-Pacific Business Association, vol. 4(3), pages 177-196, December.
    • Handle: RePEc:spr:svcbiz:v:4:y:2010:i:3:p:177-196
    DOI: 10.1007/s11628-009-0087-1
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    References listed on IDEAS

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    1. Andrew M. Pettigrew, 1990. "Longitudinal Field Research on Change: Theory and Practice," Organization Science, INFORMS, vol. 1(3), pages 267-292, August.
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    Cited by:

    1. Ana Jiménez-Zarco & María Martínez-Ruiz & Alicia Izquierdo-Yusta, 2011. "Key service innovation drivers in the tourism sector: empirical evidence and managerial implications," Service Business, Springer;Pan-Pacific Business Association, vol. 5(4), pages 339-360, December.
    2. Molina-Azorín, Jose F. & Tarí, Juan José & Pereira-Moliner, Jorge & López-Gamero, María D. & Pertusa-Ortega, Eva M., 2015. "The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry," Tourism Management, Elsevier, vol. 50(C), pages 41-54.
    3. Edward Ku, 2014. "Putting forth marketing competencies strength with collaborating partners in the hotel industry," Service Business, Springer;Pan-Pacific Business Association, vol. 8(4), pages 679-697, December.
    4. Alsawafi, Ahmed & Lemke, Fred & Yang, Ying, 2021. "The impacts of internal quality management relations on the triple bottom line: A dynamic capability perspective," International Journal of Production Economics, Elsevier, vol. 232(C).
    5. Maria-Eugenia Ruiz-Molina & Irene Gil-Saura & Beatriz Moliner-Velázquez, 2011. "Does technology make a difference? Evidence from Spanish hotels," Service Business, Springer;Pan-Pacific Business Association, vol. 5(1), pages 1-12, March.
    6. Llorenç Bagur-Femenías & Jordi Perramon & Marc Oliveras-Villanueva, 2019. "Effects of Service Quality Policies in the Tourism Sector Performance: An Empirical Analysis of Spanish Hotels and Restaurants," Sustainability, MDPI, vol. 11(3), pages 1-13, February.
    7. Juan Tarí & Iñaki Heras-Saizarbitoria & Gavin Dick, 2014. "Internal and external drivers for quality certification in the service industry: Do they have different impacts on success?," Service Business, Springer;Pan-Pacific Business Association, vol. 8(2), pages 337-354, June.

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