Browsing by Author "Aladag, Omer Faruk"

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Barriers To Strategy Implementation In Turkey's Healthcare Industry: Hospital Manager Perspectives
(TAYLOR & FRANCIS LTD, 2021) Saffet Ocak; Omer Faruk Aladag; Mehmet Ali Koseoglu; Brian King; AGÜ, Yönetim Bilimleri Fakültesi, İşletme Bölümü; Aladag, Omer Faruk
Although strategy implementation has profound implications for delivering efficient service, it has been largely neglected in the healthcare management literature. This study explores the barriers to effective implementation of strategic plans in healthcare organizations. To achieve this end, empirical data were collected from 185 hospital managers in Turkey using a survey-based methodology. A descriptive analysis was undertaken of the survey responses to determine the most important barriers to strategy implementation. The most significant barriers undermining strategy implementation efforts were found to be: low employee motivation, an exclusive focus on financial performance and lack of consensus among decision makers.
Business model adaptation as a strategic response to crises: navigating the COVID-19 pandemic
(EMERALD GROUP PUBLISHING LTDHOWARD HOUSE, WAGON LANE, BINGLEY BD16 1WA, W YORKSHIRE, ENGLAND, 2021) Chanyasak, Teerawut; Koseoglu, Mehmet Ali; King, Brian; Aladag, Omer Faruk; AGÜ, Yönetim Bilimleri Fakültesi, İşletme Bölümü; Aladag, Omer Faruk
Purpose This study aims to explore how hotels adapt their business models as a strategic response to crisis situations. It sheds light on the processes and methods of business model adaptation during severe crisis situations, such as the COVID-19 outbreak. Design/methodology/approach A single-case study was conducted. Data were collected from the owner/manager of a boutique hotel chain in Chiang Mai, Thailand through an extensive interviewing process. The authors also examined corporate documents. The authors then re-organized the material as a coherent narrative about how the company navigated the COVID-19 crisis. Findings The findings show that the hotels in the study adapted their business models by cutting costs through stopping non-essential operations, increasing non-room revenues and adding new revenue channels, bringing in cash from advance bookings, securing financial support from creditors, leveraging government support and training staff for the "new normal." Originality/value Few previous studies have focused on business model adaptation during the COVID-19 crisis. The investigation of this largely neglected area provides two main contributions. First, it extends the literature on crisis management in hospitality firms by examining business model adaptation patterns and processes during unprecedented crisis conditions. Second, it provides managerial insights and a business model adjustment framework to help practitioners in urban settings in their efforts toward recovery from the COVID crisis.
Origins, evolution and themes of scholarly hospitality sources: 1960-2019
(ELSEVIER SCI LTDTHE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND, 2021) Koseoglu, Mehmet Ali; Mehraliyev, Fuad; Aladag, Omer Faruk; King, Brian); 0000-0002-5176-679X; AGÜ, Yönetim Bilimleri Fakültesi, İşletme Bölümü; Aladag, Omer Faruk
This paper provides an overview and insight into the intellectual foundations and evolution of hospitality scholarship. The authors found that hospitality research has exhibited certain defining and evolving characteristics when an extended period - six decades - is considered. Quantitative methods have predominated with ongoing efforts to reach agreement about the most valid and applicable research methods. Four of the six identified research domains are marketing related, each with its defining characteristics. Some domains are heavily reliant on sources from work originally published in "mainstream" literature such as marketing, though the fast-developing field of online reviews draws sources overwhelmingly from the hospitality and tourism journals. The paper contributes to theory by synthesizing key theoretical concerns over six decades. It also evidences the shift of hospitality scholarship from its pragmatic and operational origins to a stronger theory base offering practitioners an important reference point when confronting unprecedented industry upheavals.
Strategy implementation research in hospitality and tourism: Current status and future potential
(ELSEVIER SCI LTD, THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND, 2020) Aladag, Omer Faruk; Koseoglu, Mehmet Ali; King, Brian; Mehraliyev, Fuad; 0000-0002-5176-679X; AGÜ, Yönetim Bilimleri Fakültesi, İşletme Bölümü
To achieve their business objectives, hospitality and tourism organizations need effective implementation as well as consistent strategy formulation. However, the implementation aspect of strategy has attracted relatively less scholarly interest than strategic planning despite its critical role in achieving performance outcomes. Consequently, it is timely to provide an in-depth analysis of the strategy implementation literature. This is particularly the case in hospitality and tourism management where comprehensive literature reviews of strategy implementation have been lacking. To address the knowledge gap, the authors conduct a systematic literature review of 139 articles that appeared in 42 journals over the period 1988-2019. The items were grouped into six topic clusters with a view to generating novel research questions that have the potential to advance the field. We identify four main gaps that should be addressed and suggest prospective research directions.
What are the key success factors for strategy formulation and implementation? Perspectives of managers in the hotel industry
(ELSEVIER SCI LTD, THE BOULEVARD, LANGFORD LANE, KIDLINGTON, OXFORD OX5 1GB, OXON, ENGLAND, 2020) Koseoglu, Mehmet Ali; Altin, Mehmet; Chan, Eric; Aladag, Omer Faruk; 0000-0002-5176-679X; AGÜ, Yönetim Bilimleri Fakültesi, İşletme Bölümü
This study investigates how hotel managers describe strategy and identify key success factors for its formulation and implementation. The study analyzes qualitative data collected through semi-structured interviews with property level top managers of hotels in Hong Kong. The findings show that hotel managers prioritize competition analysis and macro-environmental conditions over internal characteristics such as teamwork in strategy formulation. In the implementation phase, however, internal considerations such as employee involvement and strategic consensus are given prominence. This study provides a significant contribution by examining how top level practitioners in the industry interpret success factors in their strategic management efforts, and it highlights a largely neglected area in the hospitality and tourism management literature.
Why are Faculty Unfavorably Disposed to MOOCs? - A Sharing of Views by Chinese Hospitality Educators
(ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD2-4 PARK SQUARE, MILTON PARK, ABINGDON OX14 4RN, OXON, ENGLAND, 2021) Zhang, Xin; Koseoglu, Mehmet Ali; King, Brian; AGÜ, Yönetim Bilimleri Fakültesi, İşletme Bölümü; Aladag, Omer Faruk
This study explores the negative disposition of many hospitality higher education faculty toward MOOCs, an increasingly prominent delivery mode in pedagogical discourse which potentially enriches student learning. Such enrichment is particularly welcome in the case of hospitality because of its diverse stakeholders and student learning needs. The researchers conducted an in-depth and qualitative exploration with faculty members in mainland China. They combined the Diffusion of Innovation (DOI) approach and theory of motivation to propose five dimensions that account for groupings of resistance to deploying MOOCs. These are attributes and complexities, perceived incompatibility, unsuitability for trial, and lack of observational capacity. The study contributes to knowledge by examining the perspectives of faculty who have the capacity to constrain the deployment of MOOCs. The authors suggest that faculty members should be encouraged to embrace MOOCs as an innovative medium for learning and teaching.