dc.contributor.author | Wanyanga, Charles M | |
dc.date.accessioned | 2013-05-10T09:27:11Z | |
dc.date.available | 2013-05-10T09:27:11Z | |
dc.date.issued | 2007 | |
dc.identifier.citation | Masters of Arts Degree of Business Administration | en |
dc.identifier.uri | http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/21214 | |
dc.description | A management research project submitted in
partial fulfillment of the requirements for
the Masters Of Business Administration (MBA)
Degree, School Of Business, University of
Nairobi | en |
dc.description.abstract | The study attempted to explore the extent of utilization of core capabilities as an
operations strategy by hotels in Kenya and establish the challenges they face in
pursuit of this strategy.
A survey was carried out on 100 of Kenyan hotels. The choice of the hotels as
the service industry of study was made in consideration of the pivotal role it plays
in tourism industry and hence Kenyan economy. The survey comprised of a
representative sample of classified hotels across Kenya. The target respondents
comprised of operations managers or top management cadre. The findings were
based on data collected from 77 respondents. Data collection was by use of
structured questionnaire which were self administered. Data was then analysed
using descriptive statistics.
The research study showed that majority of the respondents had hotel
employees who deliver service expeditiously as the most highly rated capability.
Customers were encouraged to provide feedback and the leadership directed
employees on quality service delivery. Based on broad operations strategy
dimensions, it was found that speed, innovation, timeliness, quality and customer
service capabilities were the most commonly practiced in the same order, cost
and flexibility capabilities were much less practiced. The findings also showed
that, most hotels were found not to practice collaboration with other firms, for
'best practice'. The findings further showed that some capability attributes were
considered to be very important but were not highly practiced. The respondents
considered difficulty in operationalizing the business strategy and lack of leading
role played by operations department as their major challenge.
Based on the research findings it was concluded that hotels in Kenya utilized
their organizational capabilities to reasonable extent as an operations strategy for
competitiveness. | en |
dc.language.iso | en | en |
dc.publisher | University of Nairobi | en |
dc.title | Utilization of organization's capabilities as an operations strategy in the hotel industry in Kenya | en |
dc.type | Thesis | en |
local.publisher | School of Business | en |