مقاله انگلیسی رایگان در مورد کارت امتیازی متوازن درباره توسعه محصول جدید – الزویر ۲۰۱۹

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مشخصات مقاله
ترجمه عنوان مقاله کارت امتیازی متوازن درباره توسعه محصول جدید: پیامدهای مربوط به اسکان و شرکت های اسکی
عنوان انگلیسی مقاله The balanced scorecard of a new destination product: Implications for lodging and skiing firms
انتشار مقاله سال ۲۰۱۹
تعداد صفحات مقاله انگلیسی ۱۵ صفحه
هزینه دانلود مقاله انگلیسی رایگان میباشد.
پایگاه داده نشریه الزویر
نوع نگارش مقاله
مقاله پژوهشی (Research Article)
مقاله بیس این مقاله بیس نمیباشد
نمایه (index) Scopus – Master Journals List – JCR
نوع مقاله ISI
فرمت مقاله انگلیسی  PDF
ایمپکت فاکتور(IF)
۵٫۴۱۴ در سال ۲۰۱۸
شاخص H_index ۹۳ در سال ۲۰۱۹
شاخص SJR ۱٫۹۹۹ در سال ۲۰۱۸
شناسه ISSN ۰۲۷۸-۴۳۱۹
شاخص Quartile (چارک) Q1 در سال ۲۰۱۸
مدل مفهومی ندارد
پرسشنامه ندارد
متغیر دارد
رفرنس دارد
رشته های مرتبط مدیریت
گرایش های مرتبط مدیریت استراتژیک و سیاست های تحقیق و توسعه، مدیریت کسب و کار
نوع ارائه مقاله
ژورنال
مجله مجله بین المللی مدیریت مهمان نوازی – International Journal Of Hospitality Management
دانشگاه IULM University, Department of Business, Law, Economics, and Consumer Behaviour, Via Carlo Bo, 1, I-20143 Milan, Italy
کلمات کلیدی کارت امتیازی متوازن (BSC)، توسعه محصول جدید (NPD)، عملکرد، Skipassfree ،Livigno
کلمات کلیدی انگلیسی (Balanced scorecard (BSC)، New product development (NPD)، Skipassfree، Performance، Livigno (Italy
شناسه دیجیتال – doi
https://doi.org/10.1016/j.ijhm.2018.05.011
کد محصول E12794
وضعیت ترجمه مقاله  ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید.
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فهرست مطالب مقاله:
Abstract

۱- Introduction

۲- Literature review

۳- Methodology

۴- The new product balanced scorecard

۵- Discussion and conclusions

References

 

بخشی از متن مقاله:

Abstract

New product development (NPD) is a counter-seasonal strategy able to reduce demand fluctuations, especially during the seasonal tails. No previous study has analysed this field through the lens of balanced scorecard (BSC). This explorative paper contributes to this gap and considers two research questions: i) How is a destination NPD process operationalized using the four BSC perspectives? ii) What is the relevance and content of each perspective in this particular field? The study deploys a longitudinal analysis of the Skipassfree product, launched by Livigno (Italy) in 2007. Over a decade, this product generated a significant uplift both in terms of hotel guests (+108%) and ski company clients (+248%). The proposed framework is built around 22 codes and incorporates a fifth BSC perspective (the destination context). “Learning and growth” is the most significant perspective with “alignment” being a key attribute, which suggests the relevance of innovation and stakeholders’ involvement.

Introduction

The increasing competition in the tourism and hospitality industry (Go and Govers, 2000; Ritchie and Crouch, 2000) pushes destinations to carefully manage seasonality (BarOn, 1975), especially in alpine contexts (Pegg et al., 2012; Sainaghi, 2008). Possible strategies are usually centred upon a few drivers, including: price (Turrión-Prats and Duro, 2017), events (Connell et al., 2015; Getz and Page, 2016; Sainaghi and Mauri, 2018), NPD (Sun and Carter, 2009), and market segmentation (Sainaghi and Canali, 2011). While event management (Getz, 2008, 2012) and marketing strategies (price, market segmentation) are well studied, particularly in the field of hospitality, NPD has not evolved in a similar accretive manner (Chen et al., 2013). Based on a recent literature review, NPD is defined as the process from a conceptualized idea to market launch of novel or updated goods (Müller-Stewens and Möller, 2017). Sandvik et al. (2011) suggest that tourism organizations may not always have a formalised process for NPD, especially in the case of small-medium sized businesses. Many studies assert that NPD is strongly linked with firm competitive advantage, both in the general field of management (Barczak et al., 2009) and also for lodging companies (Skalpe and Sandvik, 2002). For hospitality firms and in the context of this study, NPD is usually deeply linked with the overall destination management (Sainaghi, 2006). Prior hospitality and tourism studies as reported in Table 1 were focused on: hospitality businesses (60%), followed by tourism destination (35%), plus some marginal articles that follow a combined approach (5%). Researchers have used the BSC mainly to measure performance, to develop strategy or to evaluate (in a broad sense) hospitality and especially tourism websites. Given the array of local firms, the implementation of a new product is a difficult task for a tourism destination (Haugland et al., 2011). A destination, can be described as a network (Baggio and Sainaghi, 2016) or complex system (Baggio and Sainaghi, 2011), where nodes are organizations and relationships among them are links (Sainaghi and Baggio, 2014, 2017). Furthermore, while each company produces and delivers its service or good, the customer perceives the destination as a single element (Buhalis, 2000). Therefore, a destination new product requires evidence of governance (d’Angella and Go, 2009; d’Angella et al., 2010). These observations illustrate the high level of NPD complexity and the need to treat this topic with a multi-stakeholder approach (Beritelli, 2011) and inside a “processual” – rather than a “content” – perspective (Sainaghi, 2006).

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