Performance comparisons of hotels in China

By R. Pine, Paul Phillips. 2005

177 citations recorded by the source corpus.

Subfields: Sociology and Political Science, Tourism, Leisure and Hospitality Management, Transportation

View Paper: https://www.semanticscholar.org/paper/dd70aa6eadd49805fc1bec49314afc24926f5693

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Sociology and Political Science

1. Haiyan Song
2. Kevin K. F. Wong
3. R. Law
4. Qiang Ye
5. Zhisheng Wang
6. Henry Tsai
7. Huiying Li
8. Ruggero Sainaghi

In Tourism, Leisure and Hospitality Management

1. Haiyan Song
2. Kevin K. F. Wong
3. R. Law
4. Henry Tsai
5. Ruggero Sainaghi
6. Gang Li
7. Stephen F. Witt
8. D. Wu

In Transportation

1. Kevin K. F. Wong
2. R. Law
3. Haiyan Song
4. S. B. Aissa
5. Henry Tsai
6. M. Goaied
7. Ruggero Sainaghi
8. D. Wu

Citations in the corpus

• TOURISM AND HOTEL COMPETITIVENESS RESEARCH (2009, background): “Competitiveness research starts arguably with the seminal work on the competitiveness of nations by Porter (1990), who defined national competitiveness as an outcome of a nation’s ability to innovatively achieve, or maintain, an advantageous position over other nations in key industrial sectors.”
• Determinants of Tunisian hotel profitability: The role of managerial efficiency (2016, background): “This positive relation is confirmed by Kim, Cho, and Robert (2013) for occupancy rate and Gross Operating Result (GOP) and by Pine and Phillips (2005) for the RevPAR (revenue per available room).”
• The Influence of Hotel Price on Perceived Service Quality and Value in E-Tourism (2014, background): “Furthermore, hotels with different star ratings have different quality standards, so that customers may experience different levels of performance depending on hotel classification (Liu & Liu, 1993; Pine & Phillips, 2005).”
• RevPAR determinants of individual hotels: Evidences from Milan (2011, background): “Empirical findings suggest a direct and positive relationship with performance (Ingram and Roberts, 2000; Israeli, 2002; Pine and Phillips, 2005; Danziger et al., 2006; Briggs et al., 2007; Chand and Katou, 2007).”
• Hotel performance: state of the art (2010, background): “In the second subfield, hotel traits, strategy takes shape, above all, in defining the essential features of company positioning in terms of dimension, brand and affiliation, location and ownership (Capó et al., 2007; Damonte et al., 1997; Enz et al., 2001; Ingram, 1996; Ingram and Baum, 1997a; Isra”