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Given the increasingly competitive nature of the internationalhotel industry, understanding sources of competitive advantage is likelyto become a critical management task in the 1990s. A framework forpractising managers is presented within which to examine the linkbetween the hotels resources and sustained competitive advantage, usinganecdotal evidence from the international hotel industry. Threeindicators that have the potential to generate durable advantages value, irreversibility, and inimitability are discussed. Theframework is applied to one major set of resources organisationalcapability.
International Journal of Contemporary Hospitality Management – Emerald Publishing
Published: Apr 1, 1991
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