Assessing the strategic relevance of organisational capabilities: evidence from Turkish hotels

This study identified capabilities with links to strategic behaviour and performance in Turkish hotels. Executives in 111 Turkish hotels attached greater importance to market and market‐linking capabilities than other capabilities. The generic strategy employed per the Miles and Snow typology was associated with differences in all the capabilities, with the greatest disparities seen among defenders. Although hotels tend to adopt the cost‐leadership approach, differentiation was also associated with capability development, particularly in marketing, technology, management, and market‐linking capabilities. A significant and positive relationship was found between environmental uncertainties and capabilities, and between capabilities and both financial and non‐financial performance. Results demonstrated no differences between each of strategic capabilities and hotel characteristics such as star rating, hotel scale, work time, global alliances, and ownership. Implications for managers and future research are discussed.