The balanced scorecard and strategic control: a hotel case study analysis

Article Abstract:

To broaden the understanding about the theoretical and practical aspects of the balanced scorecard, a longitudinal case study appraoch is used over a period of three years. An organization might be forced to make an exit strategy for a profitable product should there be an over-reliance on the successful achievement of balanced scorecard metrics without a focus on strategic control.

Balanced scorecard, Report

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Performance implications of capital structure: evidence from quoted UK organizations with hotel interests

Article Abstract:

The relationship between the capital structure and corporate performance is examined from the study of data on UK hotel sector. The empirical results that are consistent with the Modigliani and Miller's (1958) capital structure irrelevance theorem are presented.

Capital investments, Capital investment, Business performance management

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Equity ownership and management control in Sino-Foreign joint venture hotels

Article Abstract:

The ownership-control relationship among China international joint ventures in the hotel industry is examined. It is concluded that equity ownership by foreign partners strongly affects their control over staffing and strategic management activities.

China, Foreign investments, Foreign direct investment

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