What type of outsourcing relationship should hotels maintain?: a model based on internal and relational strategic value

Abstract

Outsourcing is an important phenomenon in hotel sector. It is changing from a tactical to a strategic perspective, with greater scope and relevance to the creation of competitive advantages. The opening up of hotels to outsourcing and strategic alliances improves individual competitiveness, but also has strong repercussions on destinations, especially those in a stage of maturity and requiring new approaches to improve competitiveness. This change in interorganizational relationships to a strategic perspective requires new theoretical and practical frameworks to make it easier for hotels to outsource their operations with greater potential for competitive advantage. This work proposes the types of relationship and degree of process integration required for relational capabilities to be achieved in the hotel sector when operations are outsourced. Finally, a series of conclusions are presented.