Strategic Performance Measurement and Value Drivers: Evidence from International Tourist Hotels in an Emerging Economy

Abstract

In recent years, since the hospitality industry and the number of international tourist hotels have grown rapidly in China, the issue of how to assess the service quality and performance of hotels became more important than ever. This study developed an integrated theoretical model to investigate the influence of the balanced scorecard (BSC) on the hospitality industry in China, and to examine the relationships among the performance perspectives. Structural equation modelling (SEM) was used to empirically examine the model. In the first stage, the LISREL model was employed to investigate the causality and associations among the performance measures of the balanced scorecard. In the second stage, a number of tourist development strategies and the strategy map of BSC were introduced. Current balanced scorecard literature suggests that there should be a linkage between non-financial performance perspectives and financial performance measures. This paper examined the descriptive validity of the balanced scorecard as a causal model of measures of non-financial and financial performance.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 45 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.