酒店管理質(zhì)量中英文對(duì)照外文翻譯文獻(xiàn).doc

1、酒店管理質(zhì)量中英文對(duì)照外文翻譯文獻(xiàn)文獻(xiàn)信息：文獻(xiàn)標(biāo)題：Does quality management improve performance or vice versa? Evidence from the hotel industry質(zhì)量管理能否進(jìn)步績(jī)效，或反之亦然？來(lái)自酒店業(yè)的證據(jù)國(guó)外 Tarí J J,Pereira-Moliner J,et al文獻(xiàn)出處：Service Business,20_,11(1):23-43.字?jǐn)?shù)統(tǒng)計(jì)：英文 2283 單詞，12593 字符；中文 4193 漢字外文文獻(xiàn)：Does quality management improve p

2、erformance or vice versa? Evidence from the hotel industry Abstract This paper has several aims: (a) to identify an empirical ta_onomy of quality management (QM), (b) to assess whether more advanced QM hotels achieve better performance levels and (c) to analyse whether hotels with better performance

3、 levels have more advanced QM levels.This paper contributes to identify a ta_onomy of QM in hotels showing the association between a particular level of QM and different performance dimensions.In addition, the paper sheds light on the possible selection effect in the hotel industry.The study finds t

4、hat hotels with higher QM levels have better hotel guest satisfaction and employee satisfaction, efficiency and better business performance.It also shows that hotels with better performance levels develop QM to a greater e_tent.Accordingly, QM level is one factor among others that e_plain better per

5、formance levels in hotels.Also, good performance can facilitate the implementation of QM practices.Keywords: Quality management; Performance; Cluster analysis; Selection effec; Hotel industry1.IntroductionQuality management (QM) is a management system that includes a set of practices (leadership, pe

6、ople management, stakeholder focus, planning, information and analysis, process management and supplier management) for managing an organization (Dale 1999; Tari et al.20_) that may have positive effects on performance in manufacturing and service panies.The effects of QM on firm performance and pet

7、itiveness have been e_tensively e_amined in the literature, but results are inconclusive.Although most scholars have found positive effects of QM implementation (Duh et al.20_; Lee 20_; Lee et al.2022; Molina-Azorin et al.2022; Tari et al.20_; Yunis et al.20_), others have shown that organizations d

8、o not achieve any benefits from QM (Lo et al.2022; Yeung and Chan 1998; Yeung et al.20_).These mi_ed results suggest that more empirical studies about this relationship are needed.Most studies have e_amined this relationship using regression analysis, structural equation modelling or similar techniq

9、ues in order to identify direct and indirect relationships between QM practices and performance in manufacturing and service organizations (Alonso-Almeida et al.20_; Kaynak 20_; Prajogo 20_; Sila 20_; Tari et al.20_; Yang 20_).A few studies have identified an empirical ta_onomy of QM in the manufact

10、uring and service industries and then e_amined its association with performance (Lee et al.2022; Yeung et al.20_) as a way of supplementing previous studies on direct and indirect relationship between QM practices and performance.In addition, although most previous studies have e_amined the effects

11、of QM on performance, very few studies indicate a relationship in the reverse direction, namely as a selection effect, whereby firms with better performance levels are those panies that implement QM (Dick et al.2022).In the case of hotels, previous studies have e_amined the effects of QM on performa

12、nce (e.g.Alonso-Almeida et al.20_; Nicolau and Sellers 2022; Wang et al.20_) although the hotel industry has been e_amined to a lesser e_tent than manufacturing organizations (Rubio-Andrada et al.2022; Wilkins et al.20_).In addition, to the best of our knowledge, there have been no studies on select

13、ion effects in the hotel industry.Therefore, new studies about these topics will be interesting to e_tend the knowledge about a ta_onomy of QM and the selection effect to the hotel conte_t.This paper has several aims: (a) to identify an empirical ta_onomy of QM in the hotel industry, (b) to assess w

14、hether more advanced QM hotels achieve better performance levels and (c) to analyse whether hotels with better performance levels have more advanced QM levels.The contribution of this paper is, first, that it identifies a ta_onomy of QM in hotels showing the association between a particular level of

15、 QM and different performance dimensions.Few studies have identified an empirical ta_onomy of QM mainly in the hotel industry.Second, the paper sheds light on the possible selection effect in the hotel industry.2.Literature review2.1.Ta_onomies of quality management and performanceThe literature off

16、ers a number of classifications of levels of QM (e.g.Claver and Tari 20_; Lee et al.2022; Yeung et al.20_; Zhao et al.20_).These studies e_amining an empirical ta_onomy of QM have analysed manufacturing and service organizations, and they have shown that performance levels are enhanced at the differ

17、ent development levels of QM practices.In addition, some scholars have suggested the need for further studies analysing the association with business performance, especially in service industries.For e_le, Lee et al.(20_) showed that manufacturing and service organizations with better QM system impl

18、ementation have significantly better outes in customer and people performance.Yeung et al.(20_) identified four types of QM systems in manufacturing firms: undeveloped quality system, framed quality system, acmodating quality system and strategic quality system.The authors indicated that different a

19、spects of organizational performance (efficiency, customer satisfaction and business performance) are improved at different stages of development of QM practices.Organizations develop their QM first by establishing a framed quality system which improves operations and reduces mistakes.This can lead

20、to some operational benefits ‘‘but not lifting up the organizational performance as a whole.When they further develop their QM systems, they acmodate their QM system and achieves slight improvement . but the overall organizational performance, especially marketing growth and fina

21、ncial gains, cannot be achieved until a strategic quality system is established (Yeung et al.20_).These studies on empirical ta_onomies of QM have shown that organizations with a higher level of adoption of QM practices outperformed those with a relatively lower level of implementation of QM practic

22、es in customer satisfaction, employee satisfaction, efficiency and business performance.In relation to customer satisfaction, the positive effect of QM on customers can be due to the fact that QM practices reduce plaints, encourage repeat purchasing and improve service quality (Alonso- Almeida et al

23、.20_; Casadesu´s and Karapetrovic 20_; Doeleman et al.20_; Gustafsson et.al 20_; Lai and Cheng 20_; Lee et al.2022; Sila 20_; Singh 2022).The literature has also found that QM in hotels may increase hotel guest satisfaction (Alonso-Almeida et al.20_; Nield and Kozak 1999; Wang et al.20_).B

24、ased on this previous literature review, the following hypothesis is suggested for the hotel industry: H1 The higher the QM level, the better the hotel guest satisfaction.H2 The higher the QM level, the better the employee satisfaction.H3 The higher the QM level, the better the efficiency.H4 The hig

25、her the QM level, the better the business performance.2.2.Selection effectThe previous review suggests that higher quality implies lower costs and increased productivity, which in turn gives the firm a greater market share and better petitive levels (Deming 1982; Evans and Lindsay 20_).Firms with a

26、higherlevel of QM may achieve customer and people satisfaction, process improvement and better supplier management (Alonso-Almeida et al.20_; Kim et al.20_; Lee et al.2022).This facilitates an improvement of performance levels.In spite of this general idea about the benefits of QM practices, some sc

27、holars have also suggested that those firms with better performance levels are those implementing QM systems.Those studies have shown that the propensity to implement QM is higher in firms with better financial performance.For e_le, Heras et al.(20_) showed that firms with a better financial perform

28、ance have a higher propensity to seek quality certification.Dick et al.(2022) also found a reverse attribution between quality certification and performance.This could be due to the fact that it is easier for more profitable firms to seek certification because they findthe cost easier to absorb than

29、 less profitable firms.The authors then indicated that better performance preceded quality certification.Prajogo and McDermott (2022) tested the difference between highand low-performing firms and found that high- performing firms show higher scores in quality performance.Prester (20_) also e_amined

30、 different practices in lower and higher performers and found the biggest differences in the adoption of QM practices, statistical process control, supplier certification and ISO 9001.High performers develop QM practices to a greater e_tent than lower performers, and then if lower performers want to

31、 catch up with the best performers, QM practices could be one way to help them to improve their performance.These ideas suggest that organizations with good financial performance can allocate more resources to develop QM practices.In other words, financial performance may influence QM (Dick et al.20

32、22).This may be e_plained by a selection effect, that is, an e_-ante selection mechanism where better performing firms have a greater propensity to carry out quality practices.To the best of our knowledge, there have been no studies on the selection effect in the hotel industry, and based on the pre

33、vious reasoning, we propose the following hypothesis: H5 The better the business performance, the higher the level of quality management.3.MethodsThe target population for this study was 3 to 5-star individual hotel establishments, including independent and chain-affiliated hotels, located in Spain.

34、Spain ranks second in the world in terms of international tourism revenue and fourth in volume (UNWTO 20_).The census was achieved from the Hostelmarket Database.The size of the population is 4770 hotels (2417 3-star hotels; 2063 4-star; and 290 5-star).A structured questionnaire with closed questio

35、ns was sent by post in two waves to the whole population between October 2022 and February 20_.A pretest was carried out with seven hotel managers, four representatives of hoteliers associations, one representative of an institute linked to quality issues in the tourism sector and one manager of a c

36、onsulting firm specializing in hotel management and quality.In the introduction letter of the questionnaire, we indicated that QM questions should be answered by the person responsible for the QM of the hotel, while business performance questions should be answered by the hotel manager.This arrangem

37、ent was proposed to avoid the mon method variance caused by having only one respondent for all questions.350 hotel managers answered, a 7.34 % response rate.The sling error is 5.0 % for a confidence level of 95 %, and the least favourable situation of p = q = 7 % of the respondents were 3-st

38、ar hotels; 47.61 % 4-star establishments and 7.33 % were 5-star hotels.The average size was 128 rooms and 260 beds.41.6 % were chain affiliated and 58.4 % were independent.4.Discussion and conclusions 4.1.Theoretical implications First, the study has identified a ta_onomy of QM using four managerial

39、 systems (operative, information, strategic and technical) that could be used to measure QM levels in hotels or other tourism organizations in future studies.Second, the results show that QM levels may have positive effects on performance.This idea suggests that QM practices are one factor among oth

40、ers that e_plain better performance levels in some hotels.Third, the results also demonstrate that a selection effect is also possible in the hotel industry.This results increase our knowledge about the association between QM and performance showing that a higher performance can be a factor that fac

41、ilitates the adoption of different management practices such as those related to QM.In this conte_t, as very few studies have e_amined the selection effect, researchers could continue investigating the ways in which better levels of performance in organizations facilitate the implementation of QM pr

42、actices.In this respect, this study reinforces previous research about the importance of QM in improving performance and plements these previous works showing that better performing hotels can more easily adopt QM practices.4.2.Managerial implicationsThis paper also has implications for hotel manage

43、rs.First, QM is more developed in hotels with a higher category and more rooms.This result could be due to the fact that this kind of hotel has more resources to invest in improving QM capabilities.Second, the QM scale employed in this study could be used as a check-list to identify strengths and we

44、aknesses regarding the development of QM practices.This may help managers to identify the areas where their implementation has been less effective, so that they would then invest their efforts in those areas in order to increase the QM level in their organizations.In addition, cluster analysis can b

45、e used as a guide to identify where the hotel is situated along the improvement spectrum in order toinform decisions about which practices should be reinforced to improve its QM level.Third, managers should also understand that although good performance facilitates the development of several managem

46、ent practices such as those related to QM, when hotels go beyond the control and management of key activities and consider quality as a strategic tool and use more quality tools, they can achieve even better QM levels.This higher mitment to the quality practices may produce positive results related

47、to efficiency (e.g.they can reduce errors and increase productivity), hotel guest and employee satisfaction (e.g.they can reduce customer and employee plaints, increase hotel guest and employee satisfaction, service quality will be more valued by hotel guests) and business performance (e.g.they can

48、have positive effects on RevPAR).4.3.Limitations and future researchFirst, the study has e_amined the association between QM and performance using a snapshot across a number of hotels.A longitudinal study could e_tend these results, making it possible to test whether or not hotels with a higher degr

49、ee of QM achieve significantly better performance levels.In this conte_t, qualitative studies of each QM level, supporting the current quantitative studies, could help in the development of understanding of each level and its association with performance.Second, the research has asked managers if th

50、ey implement QM practices using perceptual data.Future research could include objective data about QM tools and techniques.Finally, the study has focused on the hotel industry and future studies could be e_tended to other service industries.中文譯文：質(zhì)量管理能否進(jìn)步績(jī)效，或反之亦然？來(lái)自酒店業(yè)的證據(jù)【摘要】：p 】： 本文有以下幾個(gè)目的：a確定質(zhì)量管理QM

51、的實(shí)證分類(lèi)法， b評(píng)估擁有更先進(jìn)的質(zhì)量管理的酒店是否實(shí)現(xiàn)更好的績(jī)效程度；c分析p 績(jī)效程度較高的酒店是否擁有更先進(jìn)的質(zhì)量管理程度。本文有助于確定酒店質(zhì) 量管理體系的分類(lèi)，它顯示了特定級(jí)別的質(zhì)量管理與不同績(jī)效級(jí)別之間的聯(lián)絡(luò)。此外，本文提醒了酒店業(yè)可能的選擇效應(yīng)。研究發(fā)現(xiàn)，質(zhì)量管理程度較高的酒 店，其客戶(hù)滿(mǎn)意度、員工滿(mǎn)意度和效率更好，其業(yè)務(wù)績(jī)效也更好。這也說(shuō)明， 績(jī)效程度更好的酒店在更大程度上開(kāi)發(fā)了質(zhì)量管理。因此，質(zhì)量管理程度是解 釋酒店業(yè)績(jī)程度的因素之一。此外，良好的績(jī)效可以促進(jìn)質(zhì)量管理理論的施行?！娟P(guān)鍵詞】：p 】： ：質(zhì)量管理；績(jī)效；聚類(lèi)分析p ；選擇效應(yīng)；酒店業(yè)1.引言大多數(shù)研究使用回歸分

52、析p 、構(gòu)造方程模型或類(lèi)似技術(shù)來(lái)檢驗(yàn)這種關(guān)系，以便確定制造業(yè)和效勞組織中質(zhì)量管理理論與績(jī)效之間的直接和間接關(guān)系阿隆索阿爾梅達(dá)等人，20_；卡納克，20_；普拉約戈，20_；席拉，20_；塔里等人 20_；楊，20_。一些研究已經(jīng)確定了制造業(yè)和效勞業(yè)質(zhì)量管理的實(shí)證分類(lèi)，然后研究了它與績(jī)效的關(guān)系李等人，2022；楊等人，20_，作為以往關(guān)于質(zhì)量管理理論和績(jī)效之間直接和間接關(guān)系的研究的一種補(bǔ)充。此外，盡管大多數(shù)以往的研究已經(jīng)研究了質(zhì)量管理對(duì)績(jī)效的影響，但很少有研究說(shuō)明其關(guān)系是相反的，也就是說(shuō)，作為一種選擇效應(yīng)，具有更好的績(jī)效程度的公司是那些施行質(zhì)量管理的公司迪克等人，2022。在酒店方面，以往的研究

53、已經(jīng)研究了質(zhì)量管理對(duì)績(jī)效的影響例如阿隆索阿爾梅達(dá)等人，20_；尼古勞和塞勒斯，2022；王等人，20_，雖然酒店業(yè) 的審查程度低于制造業(yè)組織安德拉 達(dá)金發(fā)等人，2022；威爾金斯等人， 20_。另外，據(jù)我們所知，酒店業(yè)的選擇效應(yīng)還沒(méi)有被研究。因此，關(guān)于這些主題的新研究將會(huì)有趣地?cái)U(kuò)展了關(guān)于質(zhì)量管理分類(lèi)學(xué)的知識(shí)和對(duì)酒店背景的選擇效應(yīng)。本文有以下幾個(gè)目的：a確定酒店業(yè)的質(zhì)量管理的實(shí)證分類(lèi)，b評(píng)估擁有更先進(jìn)的質(zhì)量管理的酒店是否實(shí)現(xiàn)更好的績(jī)效程度；c分析p 績(jī)效程度較高的酒店是否擁有更先進(jìn)的質(zhì)量管理程度。本文的奉獻(xiàn)是，首先，它確定了酒店業(yè)質(zhì)量管理的分類(lèi)法，顯示了特定級(jí)別的質(zhì)量管理與不同績(jī)效級(jí)別之間的聯(lián)絡(luò)

54、。很少有研究確定了酒店業(yè)的質(zhì)量管理的實(shí)證分類(lèi)。其次，本文討論了酒店業(yè)可能的選擇效應(yīng)。2.文獻(xiàn)綜述2.1.質(zhì)量管理和績(jī)效的分類(lèi)文獻(xiàn)提供了許多質(zhì)量管理程度的分類(lèi)例如克拉弗和塔里 20_；李等人， 2022；楊等人，20_；趙等人，20_。這些研究了質(zhì)量管理的實(shí)證分類(lèi)法，分析p 了制造業(yè)和效勞業(yè)組織，并且說(shuō)明，在質(zhì)量管理理論的不同開(kāi)展程度上，績(jī) 效程度得到了進(jìn)步。此外，一些學(xué)者還提出，需要進(jìn)一步分析p 與業(yè)務(wù)績(jī)效的關(guān)聯(lián)性，特別是在 效勞行業(yè)。例如，李等人20_說(shuō)明，施行更好的質(zhì)量管理系統(tǒng)的制造和服 務(wù)組織在客戶(hù)和人員績(jī)效方面獲得了顯著的成果。楊等人20_確定了制造 企業(yè)中的四種質(zhì)量管理體系：未開(kāi)發(fā)的質(zhì)量體系，框架式的質(zhì)量體系，適應(yīng)性 的質(zhì)量體系和戰(zhàn)略性的質(zhì)量體系。作者指出，在質(zhì)量管理理論的不同開(kāi)展階段， 組織績(jī)效的不同方面效率、客戶(hù)滿(mǎn)意度和業(yè)務(wù)績(jī)效都得到改善。組織首先 通過(guò)建立框架式的質(zhì)量體系來(lái)開(kāi)展質(zhì)量管理，從而改良運(yùn)營(yíng)，減少錯(cuò)誤。這可以帶來(lái)一些運(yùn)營(yíng)效益，“但不能進(jìn)步整體組織績(jī)效。當(dāng)他們進(jìn)一步開(kāi)展質(zhì)量管理體系時(shí)，他們可以適應(yīng)他們的質(zhì)量管理體系，并實(shí)現(xiàn)細(xì)微的改善.，但是， 只有建立戰(zhàn)略性的質(zhì)量體系，才能實(shí)現(xiàn)組織