会展研究文献综述及外文文献资料.docx
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会展研究文献综述及外文文献资料.docx
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会展研究文献综述及外文文献资料
本文档包括改专题的:
外文文献、文献综述
一、外文文献
StrategicfacilitiesmanagementofSuntecSingaporeInternationalConventionandExhibitionCentre:
Acasestudy
Tay,Linda
Abstract
Purpose-Thispaperaimstohighlighthowfacilitiescanenhancethestrategiccompetitivepositionofabusinessorganization.
Design/methodology/approach-Themethodsofinvestigationusedinthisstudyincludeobservation,in-depthinterviewsandsecondarydata.
Findings-Thiscasestudyhasshownthatbothhardware,i.e.facilitiesandsoftware,i.e.businessphilosophyoftheorganizationareimportanttoenhanceitscompetitiveposition.
Researchlimitations/implications-Thisstudyhaslookedatonlyonecase.Futureresearchmayusethesamefive-forcemodeltoassessanddeterminethecontributionoffacilitiestothecompetitivepositionofabusinessorganisation.
Practicalimplications-Thisstudyhopestocreatemoreawarenessamongseniormanagementofthestrategicimportanceoffacilitiestoabusiness'sbottom-line.
Originality/value-Usingastrategicmanagementmodel,thispaperillustratesthecontributionoffacilitiesmanagementtothebroadercorporategoals.
KeywordsCompetitiveadvantage,Modelling,Marketorientation,Strategicmanagement,Facilities
Introduction
Theconventionandmeetingsindustryistodaygrowingrapidly.Whileitsabsolutecontributiontoacountry'snationalgrossdomesticproduct(GDP)maybesmall,thespillovereffectissignificantforthetourismsectorssuchaswholesaleandretailtrade,hotelandairtransport.AstudyconductedinSingaporeshowedthatforevery$1contributedbythisindustry,another$12isgeneratedinthenationalGDP(InternationalEnterpriseSingaporePressRelease,2001).Asaresult,manydestinationsaroundtheworldhaveinvestedintheconstructionofconventioncentres(Oppermann,1996).Inparticular,theAsia-Pacificregionhasseenrapidincreaseinindustryactivitysincethelate1980s.Initslatestprojection,theUnionofInternationalAssociations(UIA)predictsthatonlyAsiawillexperienceapositive14.9percentgrowthinthenexttwoyears(UIA,2005).TheconventionandmeetingsindustryisasignificantcontributortotheSingaporeeconomy.Withitsstrategicgeographicallocation,Singaporehasperformedconsistentlywellinattractingmajorconventions(e.g.AsianAerospace).SingaporewasalsoidentifiedasthetopcompetitorfortheAustralianconventionandmeetingsindustry(WeberandLadkin,2003).
Studieshaveshownconventionfacilitiestobeanimportantfactorforthesuccessofaconventioncentre(HazinskiandDetlefsen,2005;WeberandLadkin,2003).Thusfar,studiesonconventioncentreshaveconsistentlyfocusedonthetechnicalsystemsofconventionfacilitiesQalayerian,1996;McMorrow,1996).Therehasbeenavacuuminstudiesthatlinksconventionfacilitieswithbusinessperformance,i.e.thestrategicmanagementoffacilities.Consequently,thepurposeofthecasestudyisthree-fold.First,itseekstoinformthestateoffacilitiesmanagementpracticeswithinaconventioncentreinSingapore.Thispavesthewayforfuturecomparativeresearchonfacilitiesmanagementpracticeswithinconventioncentres;especiallythoseinAsiasincethisisthefastestgrowingregionfortheconventionandmeetingsindustry.second,sincetechnologyhasbeenakeyfocusinconventioncentreresearch,thiscaseevaluatesthesustainabilityoftechnologyasacompetitiveadvantage.Finally,thecasestudyaimstohighlighthowfacilitiescanenhancethestrategiccompetitivepositionoftheconventioncentrebusinessthroughastrategicmanagementframework,i.e.Porter'sfive-forcemodel.
Thecasestudybeginswithaliteraturereviewoftherelationshipbetweenfacilitiesandbusinessperformance.Keyconceptsthatunderpinthiscasestudysuchascompetitiveadvantageandthefive-forcemodelwillbeintroducedhere.Next,thecasewilldescribethecreation,businessphilosophyandthefacilitiesofSuntecSingaporeInternationalConventionandExhibitionCentre.Followingthis,thecaseevaluateswhethertechnologycanbeasourceofcompetitiveadvantageforSuntecSingaporeandillustratestheroleoffacilitiesinenhancingthecompetitivepositionoftheconventioncentre.Finallythecasestudycloseswithsomeconcludingremarks.
Facilitiesandbusinessperformance
Thelastthreedecadeshaveseentheriseofmanyperformance-enhancingtheoriesforbusinessorganizations.Whereasthesetheorieshavebeenextensivelyresearchedandappliedinindustriessuchashotel,humanresourcemanagement,marketing,manufacturing,etc.onlyahandfulofstudieshavebeenundertakenwithinthefacilitiesmanagementindustrytoexaminethelinkbetweenfacilitiesmanagementandbusinessperformance.
OnenotablestudywascarriedoutbyAlexander(1992)whoappliedthetotalqualitymanagement(TQM)conceptandpositedthatqualitymanagedfacilitieswillhelpanorganizationachievekeyobjectives.TheTQMparadigmemphasizestheuseofexternal-basedqualitygoals,theuseofcross-functionalteams,widespreademployeeinvolvementinthequalityimprovementprocess,andtheuseofprocessdesignandcontroltechniquestoensureconformance(Oakland,1989;Grantetal.,1994).Alexander(1992)concludedhisworkwithaqualityplanforfacilitiesmanagementbutnotedthatitwilltaketimeforbenefitsofmanyofthesequalityinitiativestoemerge,althoughtheremaybeshort-termimprovements.TranfieldandAkhlaghi(1995)relatedfacilitiestobusinessperformanceindicatorsthroughastrategiccapabilitiesapproach.Accordingtotheauthors,thisapproachfocusesonthedesignofroutines(co-ordinationthroughsystems,proceduresandstructures)forlong-term,continuingperformanceimprovement.Theauthorsarguedfortherelevanceofkeyintegrationindicatorssuchasthedegreeofteamwork,standardizationofinputsandculturalreinforcementsforimprovingfacilitiesmanagementperformance.
Acloselyrelatedconcepttostrategiccapabilitiesistheideaofcompetitiveadvantage.Justasstrategiccapabilitiesfocusesondevelopinginternalcapabilitiesofthefirm,competitiveadvantageextendstheconceptbylookingatinternalcapabilitiesthatwillproduceasustainablepositionaladvantage,i.e.superiorcustomervalueand/orlowestdeliveredcost.Therearetwobasicsourcesofcompetitiveadvantage:
superiorskillsandresources.Barney(1991)listsfouressentialrequirementsforaresource/skilltobeasourceofsustainablecompetitiveadvantage:
(1)itmustbevaluable;
(2)itmustberareamongafirm'scurrentandpotentialcompetitors;
(3)itmustbeimperfectlyimitable;and
(4)theremustnotbeanystrategicallyequivalentsubstitutesforthisresource/skill.
Inlinewiththisperspective,therehavebeenmanyattemptstoempiricallyderive"generic"competitivestrategies(Miller,1986;KimandLim,1988).ManyoftheseconceptualizationshavebeeninfluencedbytheworkofPorterwhofirstpublishedabookonCompetitiveStrategy(1980)followedbyCompetitiveAdvantage(1985).Porterassertedthatinordertoderiveacompetitivestrategy,theorganizationmustfirstevaluateitspositionwithintheindustryagainstfivefactors:
poweroverbuyers,poweroversuppliers,barrierstoentryintheindustry,thethreatofsubstituteproducts,andtheoveralllevelofrivalrywithintheindustry.Figure1diagrammaticallyportraysPorters'five-forcemodel.
Whiletherehasbeenmanyperformance-enhancingmodelsdevelopedovertheyears,thefive-forcemodelhasreceivedstrongsupportfromwithinthepropertyandfacilitiesindustryasastrategicmanagementframeworkinunderstandingtheroleoffacilitiesinbusinessperformance.O'Mara(1999)suggestedthatathoroughunderstandingofafirm'scompetitivestrategyisrequiredbeforedeterminingthebestpropertyandfacilitystrategies.Thisunderstandingbeginswithacleardiagnosisoftheforcesofcompetitionwithintheindustry.Fromhere,itisclearthatthefive-forcemodelcomplementstheotherstrategicmanagementconceptssuchasTQMandstrategiccapabilitiesinthatitprovidesanassessmentoftheexternalenvironmentinorderthatacompetitivestrategymaybedevelopedthroughthefirm'sinternalcapabilities.Similarly,EdwardsandEllison(2004)consideredPorter'smodeltobesufficientlywelldevelopedandflexibletobecapableofbroadapplicationacrossarangeofdifferentbusinesstypes.Thisallowstheproperlyandfacilityimplicationstobeexploredoverarangeofdifferentstrategiesappliedtodifferentorganisations.Thecogencyofthefive-forcemodelisthuswell-positionedforthisstudy.
ThenextsectionprovidesthebackgroundinformationtoSuntecCitybydescribingitscreation,businessphilosophyandfacilities.ThisthenservesasabackdropagainstwhichtheroleoffacilitiesinenhancingthebusinessperformanceofSuntecSingaporeInternationalConventionandExhibitionCentrewillbeevaluated.
ThecreationofSuntecCity
Locatedon11.7-hectareofprimelandadjacenttotheCentralBusinessDistrictinSingapore,SuntecCityisthesinglelargestintegratedcommercialdevelopmentwithfiveofficetowers,ashoppingmall,andaninternationalconventionandexhibitioncentre(SuntecSingapore)withatotalof7millionsquarefeetofspace.SuntecCityDevelopmentPteLtdwasformedby11HongKongtycoonsin1988throughawinningbidofS$209millionfortheland.By1997,SuntecCitywascompletedandtodayoffersdirectaccessto5,200hotelrooms,1,000retailstores,300restaurantsandtheregion'snewcentrefortheperformingarts,Esplanade-TheatresontheBay.
Thebusinessphilosophy
Intheearlydays,SuntecCitywascalledabowlingalleybythepressbecause
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