AN EXPLORATIVE STUDY OF INNOVATIVE ENTREPRENEURSHIP IN A HOSPITALITY STARTUP CONTEXT
저자
Jeou-Shyan Horng ; Chang-Yen Tsai ; Chih-Hsing Liu ; Sheng-Fang Chou ; Da-Chian Hu ; Shang-Yu
발행기관
학술지명
권호사항
발행연도
2018
작성언어
English
주제어
KDC
325
등재정보
01
자료형태
학술저널
수록면
819-823(5쪽)
제공처
Introduction
Due to fierce competition in the marketplace, globalization and an explosion of technology in recent years, innovation and differentiation are considered as a necessity for every company (Tajeddini & Trueman, 2008a). At the same time, to achieve market success and sustain a competitive advantage, businesses need to exploit new opportunities, develop new products and/or services and markets (Berthon, McHulbert, & Pitt, 2004) as well as place customer orientation at the heart of the firm’s competitiveness (Deshpande, Farley, & Webster, 1993). Hospitality entrepreneurship is a pivotal factor in the development and growth of many national economies (Hospitality Standards Institute, 2012), and in Taiwan, a significant proportion of hospitality businesses are small owner-operated outlets (). Therefore, understanding the nature of, and challenges faced by hospitality entrepreneurs is an important issue for researchers, as well as current and future entrepreneurs, financial institutions, local authorities, and government. This article reports on an exploratory study of qualitative data collected through open-ended questions, understanding of the many factors influencing entrepreneurs to start their businesses.
Literature
As noted by Middleton (2001), small businesses form a seedbed for the entrepreneurial and enterprise culture on which much of the profit and employment prospects of big businesses ultimately depend. This observation clearly indicates the difference between small business owners and entrepreneurs. But although support for this viewpoint in the literature is universal, some researchers do not draw such a fine line between the two terms when discussing related issues; also, studies of small business firms are usually found in the entrepreneurship literature, where sometimes the two terms are used interchangeably. The existing entrepreneurship literature shows that several critical factors influence the birth and growth of start-up firms. These factors include both macro-level environmental and micro-level, or personal level, forces. Studies focusing on the former often examine the influence of politics, culture, society, economics, competition, and demographics on a person’s decision to start or grow a new business in a specific setting; this in turn can take place at different levels, such as the company, city, region, or nation (Jogartnam, 2002; Ramos-Rodriguez et al., 2012). Studies on the latter investigate the influence of personal characteristics, such as subculture, social factors (e.g., role, status, reference group), personal factors (e.g., age, gender, education, life cycle, personality, self-perception, lifestyles, values), and psychological factors (e.g., motives, beliefs, attitudes, perceptions, learning, risk-taking propensity, etc. (Littunen, 2000; Ramos-Rodriguez et al., 2012). This study adopted Chen and Elston’s (2013) entrepreneurial activity model for classifying and modeling these factors affecting firm start-ups and growth. Fig. 1 captures this process and highlights the critical factors influencing the entrepreneurial process and their various relationships. In this model, the macro-environment mix influences not only a person’s personal characteristics but also this person’s entrepreneurial process. These personal characteristics in turn also influence the entrepreneurial process. The research methodology was conducted with qualitative research method. Firstly, we interviewed the experts with regard to this industry, and then used content analysis for the interview records. After the in-depth interviews, a grounded theory was adopted to analyze the interview data with repeated coding and reading, and then innovative entrepreneurship were coded into fundamental categories with diverse descriptions (Corbin & Strauss, 1990). These descriptions represent the idea and meaning squeeze from the transcripts of interview. As for the research reliability, we read the biographies of participants and collect relative information such as their provided books, documents and reports from the news. To guarantee the validity of this study, we also improve the research content with researchers’ interview and reflection notes. Those notes were observation on innovative entrepreneurship process in this study. Therefore, these systematic methods could conclude a theory for a specific phenomenon (Hsieh & Shannon, 2005).
Results
The results of our qualitative analysis demonstrated the opinions of experts with regard to innovative entrepreneurship in hotel industry. Based on Chen and Elston’s (2013) entrepreneurial activity model, the characteristics of each concept were grounded with four dimensions: (1) Macro-environment mix (2) Personal characteristics (3) Entrepreneurial Proces (4) Major entrepreneurial outcome. The experts’ critical viewpoints are also presented by typical quotations.
(1) Macro-environment mix
●? Shifting Market
“Now the entire consumer market is shifting, everyone booking via the internet.”(sample 1) “When you book a hotel or a flight, people like the price competition. So you may have to spend a lot of time.” (sample 9)
●? The old technology
“We are still using the technology more than a decade ago. Taiwan is still running the hotel in a very traditional way. It is when I open a hotel , I am looking for some people, and then ... I think I will make money. In fact, a lot of know how they do not know.”(sample 1)
●? Price competition
“We think the outbound market has entered the Red Sea. The inbound market has not been fully developed and has potential for development. Therefore, we would not like to see the inbound market enter the price competition.” (sample 6)
●? Want Taiwan to be seen
“Taiwan's B & B are really world-class highlights in tourism industry.”(DEAR BNB)
●? Make up the industrial gap
“We think Taiwan needs a brand new high-quality hotel and lodging platform and we did it.” (sample 3) “I think what we do is very traditional! Just fill the gap by using the resources we have integrated with the method we want.” (sample 4)
(2) Personal characteristics
●? Personal interest
“I like traveling, I like going abroad, I like to fly.”(sample 8) “This is my hobby, I also like to interact with people.” (sample 4)
●? Doing what I want to do
“I just want to do what I want to do.”(sample 8) “I like the Internet and marketing but don’t like to do engineer. “(sample 7)
●? Apply own expertise
“Using my own technology and see the market demand gap, hoping to help Taiwan's lodging industry can be transformed, technology upgrades, do not have to monopolize by the traditional manufacturers.” (sample 1) “I study hospitality and work for a year in Taipei Evergreen Hotel, and later went to Vancouver to study hotel management. To start a new venture also an ultimate goal of our depasample 6ent, so I think it must be done.” (sample 2)
●? Personal life experience
“I think creation needs inspiration, inspiration comes from life experience. Entrepreneurship will not have nothing, what you have to do today, it must have some relationship with your past life experience.” (sample 3)
(3) Entrepreneurial Process
●? Self-finaning
“I did not find someone or looking for funds.” (sample 4) “I have a deposit of 20 years, our funds are wholly-owned. We do not borrow money from banks nor fundraising or venture capital.” (sample 5)
●? Related connections
“Originally, my good friend who knew about the lodging industry. You are ready, and then meet the right people, and then a good time point enter into the right market.” (sample 1) “When talent comes in, they will recommend people who have such abilities and values. Therefore, we have not publicly recruited R & D people.” (sample 4)
●? Try and error
“In the beginning, we don’t seriously think about our business model. Through more case, we revise our business model.”(sample 6) “After my trip, I wanted to start a business. At that time, I did not have many ideas, so I did a lot of work to find directions.” (sample 7)
●? Find the right shareholder
“Shareholders are important. When finding shareholders, his resources and skills are very important. I want more than his money.” (sample 2)
●? Play a consultant role
“We are selling our ideas, as well as selling our resources, experience so a bit like a consultant's role.” (sample 7)
(4) Major entrepreneurial outcome
●? Change the industry ecology
“We have successfully changed some of the airline's mind, we have changed the hotel's promotional model and have changed an ecological.”(sample 8) ” The core of entrepreneurship is to re-establish an ecosystem.(sample 5)
●? Tourism industry knowledge education and personnel training of think tanks
“We want to make domain knowledge, know-how in tourism industry can be extracted, shared, and can be taught textbook.” (smaple 6)
●? Package Form a network and provide a unique package
“In addition to the network, we hope to the forming some unique service package.” (sample 5) “Our three companies are different areas and require different skills. In the future, we would integrate them.” (sample 7)
Discussion and conclusions
This study examined the innovative entrepreneurship with start up in the hotel industry. Using content analysis method to access the research conclusions, the four key components of entrepreneurial activity: Macro-environment mix, personal characteristics, entrepreneurial process and major entrepreneurial outcome (Chen and Elston, 2013) were adopted to set up a theoretical framework. The results of our research were provided through a systematic approach to interpret and summarize experts’ professional opinions. These data were collected by in-depth and semi-structured interviews which give participants opportunities to express their opinions based on their experience in innovative entrepreneurship of hospitality. Meanwhile, the concepts of experts’ comprehensions were written into different characteristics with logical explanations. Most important of all, our research contributes to the entrepreneurship literature. Though some previous studies have discussed Chen and Elston’s (2013) entrepreneurial activity model, none of them tried to integrate this perspective with start up company in hotel industry. Therefore, the results of this study filled the gap between theory and practice, and provide a distinct example for future innovative entrepreneurship research in hospitality. To sum up, as most previous research focus on theoretical or practical perspective to interpret entrepreneurship, the result of this research further contribute the development of innovative entrepreneurship especially in start up. These findings offered essential framework and required knowledge of strategies for current and future trends in this field.
분석정보
서지정보 내보내기(Export)
닫기소장기관 정보
닫기권호소장정보
닫기오류접수
닫기오류 접수 확인
닫기음성서비스 신청
닫기음성서비스 신청 확인
닫기이용약관
닫기학술연구정보서비스 이용약관 (2017년 1월 1일 ~ 현재 적용)
학술연구정보서비스(이하 RISS)는 정보주체의 자유와 권리 보호를 위해 「개인정보 보호법」 및 관계 법령이 정한 바를 준수하여, 적법하게 개인정보를 처리하고 안전하게 관리하고 있습니다. 이에 「개인정보 보호법」 제30조에 따라 정보주체에게 개인정보 처리에 관한 절차 및 기준을 안내하고, 이와 관련한 고충을 신속하고 원활하게 처리할 수 있도록 하기 위하여 다음과 같이 개인정보 처리방침을 수립·공개합니다.
주요 개인정보 처리 표시(라벨링)
목 차
3년
또는 회원탈퇴시까지5년
(「전자상거래 등에서의 소비자보호에 관한3년
(「전자상거래 등에서의 소비자보호에 관한2년
이상(개인정보보호위원회 : 개인정보의 안전성 확보조치 기준)개인정보파일의 명칭 | 운영근거 / 처리목적 | 개인정보파일에 기록되는 개인정보의 항목 | 보유기간 | |
---|---|---|---|---|
학술연구정보서비스 이용자 가입정보 파일 | 한국교육학술정보원법 | 필수 | ID, 비밀번호, 성명, 생년월일, 신분(직업구분), 이메일, 소속분야, 웹진메일 수신동의 여부 | 3년 또는 탈퇴시 |
선택 | 소속기관명, 소속도서관명, 학과/부서명, 학번/직원번호, 휴대전화, 주소 |
구분 | 담당자 | 연락처 |
---|---|---|
KERIS 개인정보 보호책임자 | 정보보호본부 김태우 | - 이메일 : lsy@keris.or.kr - 전화번호 : 053-714-0439 - 팩스번호 : 053-714-0195 |
KERIS 개인정보 보호담당자 | 개인정보보호부 이상엽 | |
RISS 개인정보 보호책임자 | 대학학술본부 장금연 | - 이메일 : giltizen@keris.or.kr - 전화번호 : 053-714-0149 - 팩스번호 : 053-714-0194 |
RISS 개인정보 보호담당자 | 학술진흥부 길원진 |
자동로그아웃 안내
닫기인증오류 안내
닫기귀하께서는 휴면계정 전환 후 1년동안 회원정보 수집 및 이용에 대한
재동의를 하지 않으신 관계로 개인정보가 삭제되었습니다.
(참조 : RISS 이용약관 및 개인정보처리방침)
신규회원으로 가입하여 이용 부탁 드리며, 추가 문의는 고객센터로 연락 바랍니다.
- 기존 아이디 재사용 불가
휴면계정 안내
RISS는 [표준개인정보 보호지침]에 따라 2년을 주기로 개인정보 수집·이용에 관하여 (재)동의를 받고 있으며, (재)동의를 하지 않을 경우, 휴면계정으로 전환됩니다.
(※ 휴면계정은 원문이용 및 복사/대출 서비스를 이용할 수 없습니다.)
휴면계정으로 전환된 후 1년간 회원정보 수집·이용에 대한 재동의를 하지 않을 경우, RISS에서 자동탈퇴 및 개인정보가 삭제처리 됩니다.
고객센터 1599-3122
ARS번호+1번(회원가입 및 정보수정)