Efectos de la diversificación en el binomio rentabilidad-riesgo. Un análisis del sector hotelero

  1. Yolanda López-Picos 1
  2. Luis Otero-González 2
  3. Rubén Lado-Sestayo 3
  1. 1 Universidade de Santiago de Compostela
    info

    Universidade de Santiago de Compostela

    Santiago de Compostela, España

    ROR https://ror.org/030eybx10

  2. 2 Departamento de Economía Financiera y Contabilidad Universidad de Santiago de Compostela
  3. 3 Departamento de Empresa. Universidade da Coruña
Revista:
Gran Tour

ISSN: 2172-8690

Ano de publicación: 2017

Número: 16

Páxinas: 3-22

Tipo: Artigo

Outras publicacións en: Gran Tour

Resumo

This paper analyzes the effect of diversification on profitability and risk in a sample of the hotel sector. In order to achieve the proposed objective, an econometric model is used that analyzes diverse measures of diversification, such as the restaurant offer, the offer of room for events or the category among others. The results confirm that hotels offering restaurant present a lower risk, although there is no positive effect on profitability. On the other hand, the diversification of the business throug h the MICE tourism orientation adversely affects profitability and does not contribute to a more stable result. This means that hotels that diversify through a complementary offer reduce the variability of profitability, while those that decide to diversif y in the direction of niche markets do not achieve the expected results.

Referencias bibliográficas

  • AMIT, R. y LIVNAT, J. (1988): "Diversification strategies, business cycles and economic performance" Strategic Management Journal, Nº 9, pags. 99-110.
  • BETTIS, A. y HALL, W. (1982): “Diversification strategy, accounting determined risk and accounting determined return” The Academy Management Journal, Nº 25 pags. 254- 264.
  • BOWMAN, E. (1980): “A risk/return paradox for strategic management”. Cambridge: Massachusetts Institute of Technology.
  • CHEN, C. y CHANG, K. (2012): “Diversification strategy and financial performance in the Taiwanese hotel industry” International Journal of Hospitality Management, Nº 31, pags. 1030-1032.
  • CLAVER-CORTÉS, E. C., GUERRERO, R. A. y RAMÓN, D. Q. (2006). “Las ventajas de la diversificación estratégica para las empresas turísticas españolas. Una visión desde la teoría de recursos” Cuadernos de Turismo, Nº 17, pags. 51-74.
  • GRANT, R.M., JAMMINE, A.P. y THOMAS, H. (1988): “Diversity, diversification, and profitability among British manufacturing companies, 1972-84” Academy of Management Journal, Nº 4, pags. 771-801.
  • IQBAL, A., HAMEED, I. y QADEER, M. (2012): “Impact of diversification on firms’ performance” American Journal of Scientific Research, Nº 80, pags. 42-53.
  • KIM, W. C., HWANG, P. y BURGERS, W. P. (1993): “Multinationals' diversification and the risk‐return trade‐off”. Strategic Management Journal, Nº 4, pags. 275-286.
  • LADO-SESTAYO, R., OTERO-GONZÁLEZ, L., VIVEL-BÚA, M., y& MARTORELL-CUNILL, O. (2016): “Impact of location on profitability in the Spanish hotel sector”. Tourism Management, Nº 52, pags. 405-415.
  • LEE, M. J. y JANG, S. S. (2007): “Market diversification and financial performance and stability: A study of hotel companies”. International Journal of Hospitality Management, Nº 2, pags. 362-375.
  • LU, J. y BEAMISH, P. (2004): “International diversification and firm performance: the S-curve hypothesis” The Academy of Management Journal, Nº 47, pags. 598-609.
  • LUBATKIN, M. y CHATERJEE, S. (1994): “Extending modern portfolio theory into the domain of corporate diversification. Does it apply?” The Academy of Management Journal, Nº 37, pags. 109-137.
  • MICHEL, A. y SHAKED, I. (1984): “Does Business Diversification Affect Performance?” Journal of Financial Management, Nº 13, pags. 18-25.
  • NICKEL, M. N. y RODRIGUEZ, M. C. (2002): “A review of research on the negative accounting relationship between risk and return: Bowman's paradox” Omega, Nº 1, pags. 1-18.
  • PARK, K. y JANG, S. (2012): “Effect of Diversification on Firm Performance: Application of the Entropy Measure” International Journal of Hospitality Management, Nº. 1, pags. 218-228.
  • PORTER, M. (1987): “From competitive advantage to corporate strategy” Harvard Business Review, Nº 5-6, pags. 234-235.
  • PRAHALAD, C. y HAMEL, G. (1990): “The Core Competence of the Corporation” Harvard Bussiness Preview, Nº 3, pags. 79-91.
  • SAINZ DE VICUÑA, J. (2015): “El plan estratégico en la práctica”. Pozuelo de Alarcón: ESIC EDITORIAL.
  • TURGALICIA (2013): Datos obtenidos de la página web: http://www.santiagoturismo.es/2013/09/crece-elnumero-de-visitantes-galicia.html. Consultada el 13 de julio de 2017.
  • VIVEL-BÚA, M., LADO-SESTAYO, R. y OTEROGONZÁLEZ, L. (2016): “Impact of location on the probability of default in the Spanish lodging industry: A study of MSMEs” Tourism Economics, Nº3, pags. 593-607.
  • WANG, Y. y Krakover, S. (2008): “Destination marketing: competition, cooperation or coopetition?” International Journal of Contemporary Hospitality Management Nº 2, pags. 126-141.
  • YEH, C. Y., CHEN, C. M., y HU, J. L. (2012): “Business diversification in the hotel industry: a comparative advantage analysis” Tourism Economics, Nº 5, pags. 941-952.