Close

Cart

Total $0.00

Checkout

Ithaca, NY, September 16, 2014 - As one way to limit opportunistic behavior by hotel managers, many hotel brands have adopted a policy of owning a particular hotel. But a study published by the Cornell Center for Hospitality Research finds that, contrary to the conventional wisdom, the level of managers' opportunism goes down when a third-party owner is involved, rather than when the brand owns the property. This is based on an analysis of management opportunism with regard to the brand at 49 brand-owned hotels compared with 247 hotels owned by a third party. The study, "Strategies for Successfully Managing Brand-Hotel Relationships," by Professor Chekitan S. Dev, is available at no charge from the CHR.

"We see many different actions as involving opportunism on the part of hotel managers," said Professor Dev, a marketing and branding expert at the Cornell School of Hotel Administration. "But they all involve some kind of deliberate, guileful misrepresentation of facts about their operations, with the goal of protecting or promoting their own interests or the interests of their hotels. This could include stealing as the most severe example, but lying, misleading, and misrepresenting the facts also could occur."

Professor Dev added: "The study found that opportunism is limited when it is easy for someone to monitor a hotel's performance, and, ironically, when the brand itself is able to use opportunism as a form of retaliation. Then there's the remarkable finding that managers are less able to be opportunistic when a third party owns the hotel. That is entirely contrary to the conventional wisdom that advocates a strategy of owning and operating brand-affiliated hotels, especially at the higher end, to be successful."

About The Center for Hospitality Research

A unit of the Cornell School of Hotel Administration, The Center for Hospitality Research (CHR) sponsors research designed to improve practices in the hospitality industry. Under the lead of the center's corporate affiliates, experienced scholars work closely with business executives to discover new insights into strategic, managerial and operating practices. To learn more about the center and its projects, visit www.chr.cornell.edu

Contact: Carol Zhe

caz9@cornell.edu / 607.254.4504

Related News

Building Better Customer Satisfaction in a World of Technology

Cornell Hospitality Research Shares Index and Analysis on Hotel Brand Reputation in U.S. and Canada

What Do Hotel Guests Really Want? Anticipated Versus Actual Use of Amenities

Cornell Presents the 2017 Center for Hospitality Research Sustainability Roundtable Summary

Cornell CHR Report Asks: "Do Property Characteristics or Cash Flow Drive Hotel Real Estate Value? The Answer Is Yes”

Cornell Research on Hotel Brand Standards: How to Pick the Right Amenities for Your Property

Cornell Study Examines Emerging Trends in Hotel Revenue Management

Cornell Study Highlights Diversification Benefits of REIT Stock Investments

Roundtable Focuses on High-Tech Adoption in Hospitality Industry

Hospitality Money Managers Should Avoid Short-term Trading According to New Cornell Study

Likely Boost for Hotel Profits According to Cornell Analysis

Improved Hotel Sustainability Benchmarks Outlined by Cornell Study

Changing Relationship of Supervisors and Employees Revealed in Cornell Study

Changing Regulations Dominate Cornell Human Resources Roundtable

Cornell Study: Hotels Managers Shouldn't Overdo Responses to Online Review

Executive Insights on Leader Integrity: The Credibility Challenge; A New Report by Cornell

Radio Interview with Cornell's Professor Chekitan S. Dev on Hilton's New Tru Brand Targeting Millennials

Cornell Report Shows Hotel Brand Conversions Can Boost Performance

Cornell Study Focuses on Ending Human Trafficking

The Deepwater Horizon Oil Spill Damaged the Environment, the Travel Industry & Corporate Reputations

All News »

Please login or register to post a comment.