酒店如何在制度环境变迁中构建动态能力——以东莞美思威尔顿酒店为例

Building Dynamic Capability in the Changing Institutional Environment in the Hotel Industry: Case of Mels Weldon Dongguan Humen

现有研究多聚焦于动态能力对产品架构和组织操作常规的影响,对制度环境变迁如何影响酒店动态能力形成的内在机理以及管理者推动动态能力建构的过程机制缺乏系统讨论。该文以东莞著名五星级酒店美思威尔顿为案例研究对象,构建制度环境变迁推动酒店动态能力的关系模型,剖析了酒店动态能力构建的内在逻辑和演变机理。文章从外部正式制度环境、外部非正式制度环境、内部正式制度环境和内部非正式制度环境4个方面诠释了动态能力构建过程。研究发现:(1)制度环境变迁下的酒店业应根据不同的制度环境,结合自身发展特点,进行战略澄清与拆解从而各个击破,构建适应性战略模式;(2)在酒店动态能力的构建过程中,企业家精神与创新意识是有序不紊经营的根本动力;(3)面对制度环境逆境,酒店业不仅需要重构自身内外部资源,还应重视各方利益相关者诉求,解决社会问题,共同抵御冲击,推动企业持续成长。这无疑对处于制度环境变迁中的中国酒店企业成长和发展提供了新的洞见。

With the booming development of the hospitality and tourism industry in China,a number of negative management and development issues have emerged;those issues have placed considerable pressure on that industry and constitute unprecedented challenges for its sustainable growth.In light of the increasingly complex operations of the industry and ongoing institutional environment changes,there is considerable demand for an effective,dynamic capacity to address the numerous challenges facing the hospitality sector.Hitherto,however,research has largely focused on the processes related to developing such a dynamic capacity with respect to organizational routine and product.Few studies have examined the relationship between institutional environment changes and dynamic capacity—particularly within the context of China.A growing number of hotels have become aware of the importance of institutional environment changes regarding their own development.But how it might be possible to build dynamic capacity under the impact of institutional environment changes is still unclear;that is especially true at the micro level for entrepreneurs or executives who are core and key agents doing in fact existing that could promote sustainable growth toward compensating for inherent weaknesses,seizing the market commanding height,and implementing change.Thus,it is necessary to open the black box for the benefit of poorly managed hotels.In response to this situation,the present study examines institutional environment changes and their effect on dynamic capacity through a case study of Mels Weldon Dongguan Humen in China;it conducted a deep,systematic analysis of the associated mechanisms.This investigation is the first attempt to examine that dynamic capacity within the institutional context of China.It does so with respect to four aspects:formal external environment changes,informal external institutional environment changes,formal internal institutional environment changes,and informal internal institutional environment changes.The main findings of this investigation are as follows.First,it was observed that when environmental changes take place in the hospitality industry,they are based on developments in the institutional environment.It is necessary to develop an adaptive strategy and avoid divide-and-conquer approaches.Second,this paper determined that entrepreneurship and innovation consciousness are the basic driving forces for orderly development of the hospitality and tourism industry:those factors can promote financial performance and support the dynamic capability of hotels.Third,the results clarify how that industry can reconstruct its internal and external resources.Such reconstruction emphasizes the role of stakeholders;it can also help address social problems and assist in promoting the sustainable growth of enterprises that have to deal with constant changes in their institutional environment.In summary,the findings of the present study have important practical implications for tourism policy makers as well as for hotel operators and managers.The invaluable human capital provided by incoming employees and entrepreneurs and also the social capital necessary for integrating internal and external resources can be sustained only if the needs of the hospitality and tourism industry are met together with social and personal requirements.The present report provides new insight into the growth and development of China’s hotel enterprises in a changing institutional environment.