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Purpose -- Based on the literature devoted to family firms and the intellectual capital-based view of the firm, the purpose of this paper is not only to identify the most important human capital intangibles owned by family firms but also to show a number of indicators that can help measure them. Design/methodology/approach -- A qualitative case-study-based research approach was adopted taking as reference: 25 family firms belonging to different sectors; previous works existing in the literature; and the intellectus model. Findings -- The present study identifies ten intangibles associated with the human capital of family firms and shows 60 indicators that can be used to measure them. It additionally provides empirical evidence and gives examples of these intangibles through the analysis of 25 international family firms. Research limitations/implications -- The difficulty in collecting all the human capital intangibles of family firms; the problems associated with the creation of accurate indicators; and those specific to the research methodology adopted. Practical implications -- Identifying the human capital intangibles of family firms and their indicators can help managers become aware of their importance, and this will consequently help them improve their management. This could be an interesting starting point to value these intangibles in the balance sheet as well as to draw comparisons between family and non-family organisations. Originality/value -- The framework provided by family firms sheds light on several intangibles specific to these firms -- precisely for their condition as "family" firms. Those intangibles -- human capital intangibles being especially highlighted in this study -- provide the basis for the achievement of competitive advantages. [ABSTRACT FROM AUTHOR]

Purpose -- The present paper aims to analyze how the performance of hotels located on the Spanish Mediterranean coast (peninsular and Balearic) and Canary coast is affected by the degree of business agglomeration in tourist districts. If agglomeration affects hotels positively, then the externalities generated in tourist districts will be relevant when locating an establishment. Otherwise, the reason why hotels group together geographically would be more related to the suitability of beaches as a tourist destination. The study also analyzes the impact that regions or autonomous communities have on hotel performance. Design/methodology/approach -- The hypotheses are tested by multiple linear regression in which hotel profitability acts as the dependent variable which can be explained by independent variables such as the greater or lesser agglomeration of tourist companies at the destination and the autonomous region where the hotel is located. Findings -- The results show that hotels situated at destinations with a higher degree of agglomeration are less profitable, probably due to the greater rivalry that exists among nearby competitors. However, in accordance with the theory of tourist districts, one could expect hotels located at destinations with a higher degree of agglomeration to be more profitable because of the greater externalities generated within the district. In this sense, it is possible that hotel location decisions were based more on the natural advantage model, where firms look for specialized inputs like beach or climate, than on production externalities models. Research limitations/implications -- It was necessary to work with secondary information sources which contain no data about RevPar (revenue per available room) or GopPar (gross operating profit per available room), the hotel profitability measures most often used in research studies. Practical implications -- The paper could be useful for hotel companies, when they are deciding on a location, and for public administrations. Originality/value -- The present paper is original for several reasons. First, it is one of the first studies which applies the theory of industrial districts to the tourism sector, a line of research which is still in its early stages of development. Furthermore, the ISTAT methodology is applied for the first time to the identification of Spanish tourist districts. Also, various studies relate the degree of agglomeration to hotel profitability, but none so far have used the degree of company agglomeration within a tourist district, linking it to profitability. [ABSTRACT FROM AUTHOR]

Purpose - Decisions about the design of the organization and the competitive strategy of a firm are very important in order to gain competitive advantage and to improve firm performance. The relationship between organizational structure, competitive strategy, and firm performance has usually been analyzed using the contingency approach. The objective of this paper is to extend the relevant empirical literature of the strategy-structure-performance paradigm by comparing the resource-based view (RBV) with contingency theory. To that end, the paper seeks to examine how organizational structure affects firm performance, taking into account the relationship with competitive strategy. Design/methodology/approach - A sample of large Spanish firms was studied using the partial least squares (PLS) technique. Findings - The results support both the RBV and the contingency approach, but the RBV is more strongly supported. The findings show that organizational structure does not exert a direct influence on performance, but has an indirect influence through competitive strategy. Research limitations/implications - The findings are limited to large firms. Therefore, they cannot be generalized to smaller companies. In addition, the use of opinion scales gives the study a subjective character. However, in this respect, most of the characteristics of organizational structure and competitive strategy are difficult to measure with objective data. Originality/value - Researchers have studied the relationship between strategy and structure for a long time based on contingency theory. This study provides an alternative formulation for organizational design theory, based on the RBV, which makes it possible to reframe the relationships between strategy and structure by analyzing the organizational structure as a valuable resource and a source of competitive advantage. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this paper is to carry out a literature review of the quantitative studies that have analyzed the impact of green management on financial performance. Design/methodology/approach - An examination of the literature was undertaken to review the quantitative studies that analyze the influence of environmental management on financial performance. A total of 32 studies were identified, examining the environmental variables used, the financial performance variables, the statistical analyses, and the main findings obtained by these studies. Findings - Results are mixed, but studies where a positive impact of environment on financial performance is obtained are predominant. In addition, the findings show that the set of firms, industries and countries are varied. Some studies use environmental management variables and other works employ environmental performance variables, and regression analysis prevails. Research limitations/implications - The study does not consider studies that analyze the influence of environmental management on environmental performance. Implications for future research are suggested. Practical implications - The paper offers interesting implications for managers, pointing out that a real commitment to green management may result in a positive influence on financial performance. Originality/value - The findings are derived from an exhaustive literature review of quantitative studies that have studied the green management-financial performance link. In addition, ideas for improving future research in this field are provided. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to jointly analyse external adjustment (environment-strategy) and internal adjustment (strategy-structure), and their influence on firm performance in a set of small and medium enterprises (SMEs) of a European-Mediterranean region in order to check whether models mainly validated in US firms are applied in this context. Design/methodology/approach – Following a quantitative methodological approach, a survey was applied to a sample of 91 SMEs of Alicante (Spain) from different industries in order to contrast nine hypotheses. Various statistical procedures were used, such as cluster analysis and analysis of variance (ANOVA). Moreover, external and internal adjustment indices have been created. Findings – Findings show that traditional theoretical models are not exactly applicable in a context of European-Mediterranean SMEs. Cost leadership strategy is not associated with a favourable environment, and innovation differentiation strategy is not associated with organic structures. The relationship between adjustment and performance is partially confirmed. Research limitations/implications – The caveats normally associated with survey methods apply, as do those related to the use of cross-sectional and managerial perceptions data. Besides, the findings are limited to SMEs. Practical implications – Implications for SME managers regarding the fit between environment, strategy, structure and its effect on performance are addressed. The results can serve as guidelines that will help managers in the formulation and adoption of their strategies. Originality/value – The interest of this paper is that two issues often treated separately are now jointly analysed: internal and external adjustments. Moreover, it supplies empirical evidence of these issues in a European-Mediterranean region, in which no similar studies have been carried out until now. [ABSTRACT FROM AUTHOR]

The contingency theory holds that organizations in fit have higher performance levels than those in misfit. However, the results obtained in previous research works are far from homogeneous. The purpose of this study is to compare various fit perspectives seeking to check whether or not the divergence in results might derive from the use of different types of fit. The findings in this paper largely fail to confirm the fit-performance links described in the traditional contingency theory. Some arguments are proposed in an attempt to explain this fact. [ABSTRACT FROM AUTHOR]

Purpose - Several important managerial factors, such as training, information and communication technologies and information systems (ICT/IS), and environmental management, can be related to total quality management (TQM) in the hotel industry. This paper aims to analyse how TQM is associated with these factors and to verify whether more TQM-committed hotels achieve higher performance. Design/methodology/approach - The empirical data were collected from a sample of 301 three-to-five-star Spanish hotels. A cluster analysis was carried out to identify the different TQM commitment levels, after which a regression analysis tested the TQM-performance link. Findings - Managerial factors are significantly further developed in hotels with a stronger TQM commitment, which also have higher performances. TQM does not seem to influence all the performance variables measured. Practical implications - Hotels showing a stronger commitment to TQM develop more advanced management systems and achieve higher performance levels. Therefore, hoteliers should invest in TQM, as this could help them to become more competitive. Originality/value - The link between TQM and managerial factors, along with the relationship between TQM and performance, has been expanded in the literature on TQM in the hotel industry. [ABSTRACT FROM AUTHOR]

Purpose – The idea that knowledge management can be a potential source of competitive advantage has gained strength in the last few years. However, a number of business actions are needed to generate an appropriate environment and infrastructure for knowledge creation, transfer and application. Among these actions there stands out the design of an organizational structure, the link of which with knowledge management is the main concern here. More specifically, the present paper has as its aim to identify the characteristics of organizational structure that facilitate the development of knowledge management processes.Design/methodology/approach – The research strategy used to achieve this aim is the multiple case study method, which has been applied to six Spanish firms of recognized international prestige characterized by their excellence and proactivity in matters of knowledge.Findings – In general terms, the results show that these companies adopt flexible, increasingly flat organizational forms with fewer hierarchical levels which not only allow but also encourage communication and teamwork among staff members so that everybody can interact more easily. This makes it possible for employees to take better advantage of their competencies, generating organizational routines and increasing the value of their contributions thanks to the freedom of action they are given.Originality/value – The main contribution made in this paper lies in the fact that, from a study of business practices, it describes the way in which certain Spanish companies construct knowledge socially and orient their behavior through their organizational structure. [ABSTRACT FROM AUTHOR]

Purpose — This study has a twofold purpose: to identify the competitive strategies and advantages of hotels located in the province of Alicante (Spain); and to inform hotel managers about how some key strategic variables (size, type of hotel management, category and competitive advantage) impact on hotel performance. Design/methodology/approach — A study of the population was carried out using a questionnaire addressed to hotel managers. A principal components factor analysis was performed to identify business strategies. In addition, hotels were grouped together according to the key strategic variables and the degree of development of the different business strategies implemented. Findings — A comparative study of the performance levels achieved by each strategic group was carried out for the purpose of checking whether any of them produced significantly higher performance levels. In the light of the results, if hotels are to achieve higher performance levels, they should preferably be medium or large sized, belong to a chain, increase their category and base their competitive strategy on improvement and dimension. Practical implications — Strategic groups simplify the complex strategic reality in which hotel managers develop their professional activity. Thanks to the creation of these groups, managers acquire an aggregate knowledge of the business strategies and advantages of the hotels operating around their establishments and can equally be aware of the performance levels reached in each group analysed. This information also allows hotel managers to identify the strategic variables which must be developed to avoid being left behind inside their group in competitive terms or to join a different group which they may eventually consider more interesting in terms of strategy or performance. Originality/value — This study provides a method to identify strategies and competitive advantages within the hotel industry and additionally suggests strategic actions for hotel managers to improve firm performance. [ABSTRACT FROM AUTHOR]

A central theme in the strategic groups literature is the theoretical relationship between groups and firm performance. The empirical evidence is conflicting, however. The aim of this research is to study this linkage through two analyses. Thus, the analysis that has been traditionally used – performance differences between groups – is complemented with an analysis of performance differences within each group. To set up strategic groups, we analyze firms operating in the construction industry, using specific variables associated with generic strategies. [ABSTRACT FROM AUTHOR]