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Performance Measurement in the Travel and Tourism Sector Paper

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Literature Review 1
Performance Measurement in the Travel and Tourism Sector
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City, State
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Literature Review 2
Performance Measurement in the Travel and Tourism Sector
Introduction
Although performance measurement in the past decade has observed an increase in
support across a wide variety of industries, few literatures and research studies have been
conducted on how performance measurement can be designed and implemented in the travel
and tourism sector. Consequently, performance measurement has not been implemented
effectively as a tool for transforming the travel and tourism sector organizational missions
into practical goals. Nonetheless, numerous publications and studies have focused on how
Balanced scorecards as a key performance measurement area can be used to come up with
appropriate operational metrics that can measure hotels and hospitality firms operational
performance. Accordingly, the focus has been on measuring customer satisfaction, fixed-cost,
learning and growth outcomes, interest expenses, and internal business components (Denton
& White, 2000, p. 94; Elbannaa, Eidb, & Kamel, 2015, p. 105). Most notably, there is the
lack of proper definition of applicable metrics in terms of travel and tourism sector corporate
strategy, in addition to overreliance on quantitative indicators that are short-term like
performance pyramids, intangible-asset scoreboards, or performance prism. As observed by
Phillips (2007, p. 732), qualitative performance metrics are historical whereas quantitative
metrics provide a perspective of the future and thus aid in redefining strategy. Secondly, these
performance measurement frameworks do not take into consideration that present economic
environment is competitive, and thus calls for a stronger emphasis on attaining and
maintaining a competitive advantage through explicit connection between strategy and
performance measures. Thus, the aim of this paper is to offer a comprehensive up-to-date
literature review on performance measurement in the travel and tourism sector.
Discussion
In their review of previous research on hospitality industry performance measurement
tools, Sainaghia, Phillips, & Corti (2013, p. 920) commented on the growing trend towards
applying both quantitative and statistical methods of measuring organizational performance.
These quantitative multidimensional tests like that of Elbannaa, Eidb, & Kamel, 2015, p. 105;
Min , Min , & Joo, 2008, p.350) reveals how BSC usage results in effective and efficient
organizational performance. Although the travel-and-tourism sector performance
measurement scholars have conducted empirical research there is no comprehensive
theoretical frameworks. As a result, most of the performance indicators come from internal
variables such that the studies focus almost exclusively on external variables. Hence, gaps do
exist between the indicators being researched on and the empirical findings such that they

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Literature Review 1 Performance Measurement in the Travel and Tourism Sector By Subject Instructor University City, State Date Literature Review 2 Performance Measurement in the Travel and Tourism Sector Introduction Although performance measurement in the past decade has observed an increase in support across a wide variety of industries, few literatures and research studies have been conducted on how performance measurement can be designed and implemented in the travel and tourism sector. Consequently, performance measurement has not been implemented effectively as a tool for transforming the travel and tourism sector organizational missions into practical goals. Nonetheless, numerous publications and studies have focused on how Balanced scorecards as a key performance measurement area can be used to come up with appropriate operational metrics that can measure hotels and hospitality firms operational performance. Accordingly, the focus has been on measuring customer satisfaction, fixed-cost, learning and growth outcomes, interest expenses, and internal business components (Denton & White, 2000, p. 94; Elbannaa, Eidb, & Kamel, 2015, p. 105). Most notably, there is the lack of proper definition of applicable metrics in terms of travel and tourism sector corporate strategy, in addition to overreliance on quantitative indicators that are short-term like performance pyramids, intangible-asset scoreboards, or performance prism. As observed by Phillips (2007, p. 732), qualit ...
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