Abstract
The practice of Revenue Management has received widespread acceptance in the international hospitality industry yet a lack of best practice in terms of organizational integration persists. This paper follows the notion that revenue management is first and foremost a human activity, dependent on knowledge exchange and concerted decision within revenue management teams. One critical attribute of effective teams is group cohesion. The authors contrasted communication networks of 38 revenue management teams by means of social network analysis to identify the antecedents and consequences of group cohesion. It was found that industry employment, age and revenue management experience define the structure of communication networks and that awareness of other's expertise is central in explaining differences team performance across the sample. The findings highlight the issue of knowledge asymmetry in teams and suggest that the Revenue Manager occupies a more active role as an information broker in order to enhance group decision making.
| Original language | English |
|---|---|
| Pages (from-to) | 149-157 |
| Number of pages | 9 |
| Journal | International Journal of Hospitality Management |
| Volume | 41 |
| DOIs | |
| Publication status | Published - 1 Jan 2014 |
| Externally published | Yes |
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Keywords
- Communication
- Group cohesion
- Hospitality
- Performance
- Revenue management
- Social network analysis
ASJC Scopus subject areas
- Tourism, Leisure and Hospitality Management
- Strategy and Management
Cite this
Knowledge sharing in revenue management teams : Antecedents and consequences of group cohesion. / Aubke, Florian; Wöber, Karl; Scott, Noel; Baggio, Rodolfo.
In: International Journal of Hospitality Management, Vol. 41, 01.01.2014, p. 149-157.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - Knowledge sharing in revenue management teams
T2 - Antecedents and consequences of group cohesion
AU - Aubke, Florian
AU - Wöber, Karl
AU - Scott, Noel
AU - Baggio, Rodolfo
PY - 2014/1/1
Y1 - 2014/1/1
N2 - The practice of Revenue Management has received widespread acceptance in the international hospitality industry yet a lack of best practice in terms of organizational integration persists. This paper follows the notion that revenue management is first and foremost a human activity, dependent on knowledge exchange and concerted decision within revenue management teams. One critical attribute of effective teams is group cohesion. The authors contrasted communication networks of 38 revenue management teams by means of social network analysis to identify the antecedents and consequences of group cohesion. It was found that industry employment, age and revenue management experience define the structure of communication networks and that awareness of other's expertise is central in explaining differences team performance across the sample. The findings highlight the issue of knowledge asymmetry in teams and suggest that the Revenue Manager occupies a more active role as an information broker in order to enhance group decision making.
AB - The practice of Revenue Management has received widespread acceptance in the international hospitality industry yet a lack of best practice in terms of organizational integration persists. This paper follows the notion that revenue management is first and foremost a human activity, dependent on knowledge exchange and concerted decision within revenue management teams. One critical attribute of effective teams is group cohesion. The authors contrasted communication networks of 38 revenue management teams by means of social network analysis to identify the antecedents and consequences of group cohesion. It was found that industry employment, age and revenue management experience define the structure of communication networks and that awareness of other's expertise is central in explaining differences team performance across the sample. The findings highlight the issue of knowledge asymmetry in teams and suggest that the Revenue Manager occupies a more active role as an information broker in order to enhance group decision making.
KW - Communication
KW - Group cohesion
KW - Hospitality
KW - Performance
KW - Revenue management
KW - Social network analysis
UR - http://www.scopus.com/inward/record.url?scp=84904662796&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84904662796&partnerID=8YFLogxK
U2 - 10.1016/j.ijhm.2014.05.010
DO - 10.1016/j.ijhm.2014.05.010
M3 - Article
VL - 41
SP - 149
EP - 157
JO - International Journal of Hospitality Management
JF - International Journal of Hospitality Management
SN - 0278-4319
ER -