Managers' attitudes toward hotel outsourcing in a tourist destination. An approach from the benefits and risks perspective

Abstract

This study empirically identifies the role of the outsourcing strategy in the hotel sector. The study determines what strategic benefits and risks determine that an outsourcing strategy is accepted by hotel managers. This paper analyzes perceptions and evaluations of policies related to outsourcing. To do so, it analyzes to what degree the manager's attitude about outsourcing is influenced by tactical and strategic benefits provided by the outsourcing strategy and to what degree the strategic risks determine the manager's attitude toward outsourcing. The results indicate that tactical benefits are perceived the most. The most perceived strategic risks are those related to the loss of differentiation and control over the activities. The findings indicate that the manager's positive perception of the tactical benefits positively influences his/her attitude about outsourcing, and that the greater the perception of strategic risks, the less positive the attitude toward outsourcing will be.