Strategic Orientation and Organizational Performance of Ole-sereni Hotel in Nairobi County, Kenya

Abstract

The objective of this study was to investigate the influence of strategic orientations on the organizational performance of Ole Sereni Hotel, a prominent establishment in the hospitality industry located in Nairobi County. Specifically, the study aimed to explore how strategic orientations, including customer, competitor, product, and resource orientations, impact the hotel's overall performance. The study employed a qualitative research approach, utilizing in-depth interviews with 12 managers from key functional units within the hotel namely, Human Resources, ICT, Marketing, Finance and Accounts, Records, Procurement, and Communications. The theoretical framework of the study drew from two prominent theories: the Resource Advantage Theory of competition and the Dynamic Capabilities Theory, providing a foundation for understanding how the hotel's strategic orientations influenced its competitive position and performance outcomes. The findings of the study highlighted the significant influence of strategic orientations on Ole Sereni Hotel's organizational performance. Customer orientation emerged as a fundamental approach, emphasizing the importance of meeting and exceeding guest needs and expectations. The study also found that competitive product as well as resource, communication and technology orientations are important in hotel success. The study revealed that the hotel's strategic orientations was guided technology investments and digitalization efforts, leading to improved operational efficiency, enhanced guest experiences, information security, and data management. The study concluded that Ole Sereni Hotel's strategic orientations, including customer, competitor, product, resource, and technology orientations; significantly influence its performance in the hospitality industry. These orientations collectively contribute to the hotel's ability to deliver exceptional guest experiences, maintain a competitive edge, and adapt to changing market dynamics, ultimately leading to enhanced performance and success. Based on the study findings, it is recommended that policy makers consider promoting and incentivizing the adoption of strategic orientations within the hospitality industry to enhance guest satisfaction and overall competitiveness. Hotel managers should prioritize the alignment of strategic orientations with day-to-day operations, from recruitment to technology investments, to ensure that the hotel consistently meets its strategic goals. Additionally, encouraging a culture of adaptability and innovation is vital for hotels to remain competitive and maintain high levels of guest satisfaction. Further research is recommended to explore the comparative analysis of strategic orientations across different hotels and to investigate the long-term effects of these orientations on performance, including their adaptability to external disruptions.