Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
1010348 | International Journal of Hospitality Management | 2007 | 15 Pages |
Abstract
The co-alignment process has been used in hospitality strategy as a framework to explain strategic orientation of firms. In this study, using a sample from the US restaurant industry, the authors test the simultaneous impact of surrogates from constructs identified as part of the co-alignment model, i.e. environment, strategy, and structure, on firm performance. Results indicate that a significant variance in firm performance is explained by the variables from the foregoing constructs of the co-alignment model. The robustness of this study provides restaurant firms’ managers a basis to evaluate their firms’ strategic orientation vis-à-vis its impact on firm performance.
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Authors
Prakash K. Chathoth, Michael D. Olsen,