Cathy Enz - Academia.edu (original) (raw)

Papers by Cathy Enz

Cornell Hotel and Restaurant Administration Quarterly, Apr 1, 2001

The great thing about the hospitality business is its people. But therein also lies the challenge... more The great thing about the hospitality business is its people. But therein also lies the challenge. hile working with managers and executives in the hospitality industry, I came to believe that a common set of shared problems may be impeding their ability to effectively manage. Rather than proceed on anecdotes and hunches, however, several colleagues and I conducted a brief but focused inquiry through the Center for Hospitality Research at Cornell University (CHR). Given Cornell's mission of enhancing the global hospitality industry, we hoped to identify key issues of concern for

The removal of trade impediments is expected to cause companies to integrate more of their operat... more The removal of trade impediments is expected to cause companies to integrate more of their operations among countries; however, experience shows that behavioral factors often impede the requisite cooperation and commitment among managers from different countries. This paper discusses these behavioral problems from a national perspective and examines an approach to integration, value networks, which is not bounded by nation-states and their differences or similarities.

Based on interviews with twenty women hospitality leaders, this report explores what hospitality ... more Based on interviews with twenty women hospitality leaders, this report explores what hospitality firms can do to facilitate the advancement of women into the ranks of top leadership. Drawing on the respondents’ observations in semi-structured interviews, we argue that organizations would likely strengthen the retention of their professionals, especially female professionals, if top leaders make a deep commitment to reevaluate and potentially revise current processes and structures. This commitment includes refocusing on purposeful long-term career development that provides a sightline to the top, and ultimately creates more female role models in executive-level positions. Organizations would also benefit from offering autonomy over how work is completed, and designing infrastructures of support to assist professionals during mid-career stages. Hospitality firms that take tangible, consistent, and systemic action that is executed by motivated and supportive leaders will stand the best chance of retaining a valuable resource—their female professional talent—and benefiting from that expertise.

Excerpt] How important is it for top managers to be visible in their companies? Hambrick and Maso... more Excerpt] How important is it for top managers to be visible in their companies? Hambrick and Mason (1984) argue that organizations are reflections of their top managers, and thus organizational outcomes are significantly influenced by the values, beliefs and actions of these top managers. They suggest that organizations do not operate on inertia or run themselves, but that top managers play a critical role they matter. According to Schein (1985), top managers create organizations and strive to shape behavior by the development of a culture of shared beliefs.

Cornell Hotel and Restaurant Administration Quarterly, 2002

Structured interviews with twenty women who are top corporate executives or entrepreneurs in the ... more Structured interviews with twenty women who are top corporate executives or entrepreneurs in the hospitality industry revealed the talent, resourcefulness, and support required to achieve such a position. During the interviews, these successful women cited these three keys to career advancement: (1) the importance of taking thoughtful risks, including non-linear assignments; (2) the criticality of networking; and (3) the significance of finding a sponsor. Two notable challenges for these executives were the possibility that they would be regarded as a token and the need to integrate their work and family life. They noted that keys to meeting work and family responsibilities were having flexibility and autonomy in their schedules and engaging a strong support network, which usually included a life partner. Eight of the twenty had stepped away from corporate roles to run their own businesses. These entrepreneurs acknowledged the considerable work responsibilities resulting from their choice; however, gaining control of their careers made the effort worthwhile and the experience meaningful.

Investments in various forms of intellectual capital improve operating performance, according to ... more Investments in various forms of intellectual capital improve operating performance, according to the results of a study of 563 United States hotels. Using the hotels' operating income as a measure of profitability, the study found that investments in certain forms of intellectual capital have a greater impact on profitability than others do. Controlling for the market value of the physical assets, occupancy, and the cost of living, the study analyzed the influence of expenditures on the following two forms of external intellectual capital: brand and operating company; and the following three forms of property-level human capital: service employees, support employees, and professional employees. Although the sample was divided into full-service hotels and limited-service properties, the results for both segments were similar for most forms of intellectual capital. First, the greater the expense incurred-or investment made-on an operating company and brand affiliation, the higher the profitability for both limited-service and full-service hotels. In addition, when either type of hotel spends more money on its service employees it realizes higher profitability. However, regardless of whether the hotel is full-service or limited-service, investing in professional employees did not significantly influence profitability. Not only that but expanded expenditures in support employees had a negative influence on profitability for limited-service hotels and no influence for full-service properties.

Cornell Hotel and Restaurant Administration Quarterly, Apr 1, 2001

Surveys of hotel general managers conducted in 2001 and in 2002 found some but not many hotels ma... more Surveys of hotel general managers conducted in 2001 and in 2002 found some but not many hotels making changes in their safety and security arrangements. When asked to respond on a five-point scale whether they were doing nothing (1) or much (5) managers generally answered in the middle, indicating that they were making some changes, either by adding security staff or updating security policies. On balance, the hotels made more changes in 2002 than in 2001. When the sample was broken down into segments, the study found that extended-stay hotels reported the greatest change in safety and security procedures, while luxury hotels were most likely to add security staff, followed by extended-stay properties. Examining the hotels by their geographic location revealed little differences in the plans to add security employees, but certain areas stood out with regard to making changes in safety and security procedures. Hotels in the west-south-central region (including Oklahoma and Texas) were most likely to make procedural changes, followed by those in the populous middle-Atlantic region (New Jersey and New York) and the east-north-central region (Illinois and Michigan). One factor that is undoubtedly influencing the findings is the probability that many hotels already had effective safety and security systems in place before the September 11 attacks.

An investigation of the physical attributes or features that signal safety and security in a samp... more An investigation of the physical attributes or features that signal safety and security in a sample of 5,487 U.S. hotels revealed significant differences in the distribution of these key amenities in various hotel price segments and geographical locations. Differences in these physical attributes were also found among hotels of various sizes, ages, and locations (e.g., urban, airport, small town). An analysis of hotel index scores across several different categories revealed an average safety-index score of 70 and a security index score of 64 out of a possible score of 100. Overall, luxury and upscale hotels, airport and urban hotels, large properties, and new hotels are most likely to maintain a high level of safety and security amenities. In contrast, old, small, and budget motels are the properties most challenged in providing those safety and security features.

El desarrollo de internet nos ha demostrado el poder que tienen las redes de comunicación. Debido... more El desarrollo de internet nos ha demostrado el poder que tienen las redes de comunicación. Debido a su rapidez y agilidad, las redes de comunicación pueden ser incluso más eficaces que las burocracias monolíticas. Las empresas hoteleras han obtenido diversos resultados al intentar usar la Internet para la distribución. Si los hoteleros no entienden el comportamiento de los consumidores o los principios en que se basa la organización de la red, corren el riesgo de que intermediarios de la red les hagan perder ingresos y control sobre sus precios. Mediante este artículo quiero abrir la discusión de cómo la industria hotelera debe adaptar el poder que tiene el concepto de red sobre el precio; especialmente porque la industria experimenta las típicas fuerzas de las redes, que bajan los precios y podrían llevar a la ruina a todos.

Tourism and hospitality scholars and educational institutions in developing countries can benefit... more Tourism and hospitality scholars and educational institutions in developing countries can benefit from systematic analysis of their counterparts in developed countries. Using the framework of sustainable competitive advantage, this paper explores the key organizational resources of the School of Hotel Administration at Cornell University that have assured its position as the leading hospitality program worldwide. The paper analyses key resources Cornell Hotel School uses to leverage and sustain its competitive advantage. Suggestions for positioning and enhancing future Chinese tourism and hospitality programs are provided.

Journal of Managerial Issues, 1992

Excerpt] How important is it for top managers to be visible in their companies? Hambrick and Maso... more Excerpt] How important is it for top managers to be visible in their companies? Hambrick and Mason (1984) argue that organizations are reflections of their top managers, and thus organizational outcomes are significantly influenced by the values, beliefs and actions of these top managers. They suggest that organizations do not operate on inertia or run themselves, but that top managers play a critical role they matter. According to Schein (1985), top managers create organizations and strive to shape behavior by the development of a culture of shared beliefs.

... Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in t... more ... Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University by Cathy Ann Enz, BS ***** The Ohio State University 1985 Reading Committee: Approved by Dr. H. Randolph Bobbitt, Jr. ...

he hotel competitor analysis tool (H-CAT) is an Excel® spreadsheet designed to help managers make... more he hotel competitor analysis tool (H-CAT) is an Excel® spreadsheet designed to help managers make strategic comparisons between competing hotels on critical success factors. The tool permits hotel executive teams to assess direct competitors and then use the results to inform future planning initiatives to change or enhance organizational performance. The formatted worksheets allow strategists to compare their hotel to competitors, but to also examine and make supplemental comparisons of rooms inventory, various food and beverage outlets, or other revenue units of the hotel that would benefit from competitive comparisons. This report describes the steps necessary to conduct a competitive analysis, although the spreadsheet is designed to be self-explanatory and easy to use. The goal of the competitor analysis tool is to help hotel operators improve key elements of their operation by making meaningful comparisons and then exploring areas of strength and weakness.

SAGE Publications eBooks, 2010

... versus Financial Controls 329 Feedback-Control Systems 331 Feedforward Control 339 Other Type... more ... versus Financial Controls 329 Feedback-Control Systems 331 Feedforward Control 339 Other Types of Controls 344 Crisis Prevention and ... of strategy concepts and ideas, while illustrating important ideas with numerous new and relevant examples from the hospitality industry. ...

Proceedings of the International Association for Business and Society, 1991

Cornell Hotel and Restaurant Administration Quarterly, Apr 1, 2001

The great thing about the hospitality business is its people. But therein also lies the challenge... more The great thing about the hospitality business is its people. But therein also lies the challenge. hile working with managers and executives in the hospitality industry, I came to believe that a common set of shared problems may be impeding their ability to effectively manage. Rather than proceed on anecdotes and hunches, however, several colleagues and I conducted a brief but focused inquiry through the Center for Hospitality Research at Cornell University (CHR). Given Cornell's mission of enhancing the global hospitality industry, we hoped to identify key issues of concern for

The removal of trade impediments is expected to cause companies to integrate more of their operat... more The removal of trade impediments is expected to cause companies to integrate more of their operations among countries; however, experience shows that behavioral factors often impede the requisite cooperation and commitment among managers from different countries. This paper discusses these behavioral problems from a national perspective and examines an approach to integration, value networks, which is not bounded by nation-states and their differences or similarities.

Based on interviews with twenty women hospitality leaders, this report explores what hospitality ... more Based on interviews with twenty women hospitality leaders, this report explores what hospitality firms can do to facilitate the advancement of women into the ranks of top leadership. Drawing on the respondents’ observations in semi-structured interviews, we argue that organizations would likely strengthen the retention of their professionals, especially female professionals, if top leaders make a deep commitment to reevaluate and potentially revise current processes and structures. This commitment includes refocusing on purposeful long-term career development that provides a sightline to the top, and ultimately creates more female role models in executive-level positions. Organizations would also benefit from offering autonomy over how work is completed, and designing infrastructures of support to assist professionals during mid-career stages. Hospitality firms that take tangible, consistent, and systemic action that is executed by motivated and supportive leaders will stand the best chance of retaining a valuable resource—their female professional talent—and benefiting from that expertise.

Excerpt] How important is it for top managers to be visible in their companies? Hambrick and Maso... more Excerpt] How important is it for top managers to be visible in their companies? Hambrick and Mason (1984) argue that organizations are reflections of their top managers, and thus organizational outcomes are significantly influenced by the values, beliefs and actions of these top managers. They suggest that organizations do not operate on inertia or run themselves, but that top managers play a critical role they matter. According to Schein (1985), top managers create organizations and strive to shape behavior by the development of a culture of shared beliefs.

Cornell Hotel and Restaurant Administration Quarterly, 2002

Structured interviews with twenty women who are top corporate executives or entrepreneurs in the ... more Structured interviews with twenty women who are top corporate executives or entrepreneurs in the hospitality industry revealed the talent, resourcefulness, and support required to achieve such a position. During the interviews, these successful women cited these three keys to career advancement: (1) the importance of taking thoughtful risks, including non-linear assignments; (2) the criticality of networking; and (3) the significance of finding a sponsor. Two notable challenges for these executives were the possibility that they would be regarded as a token and the need to integrate their work and family life. They noted that keys to meeting work and family responsibilities were having flexibility and autonomy in their schedules and engaging a strong support network, which usually included a life partner. Eight of the twenty had stepped away from corporate roles to run their own businesses. These entrepreneurs acknowledged the considerable work responsibilities resulting from their choice; however, gaining control of their careers made the effort worthwhile and the experience meaningful.

Investments in various forms of intellectual capital improve operating performance, according to ... more Investments in various forms of intellectual capital improve operating performance, according to the results of a study of 563 United States hotels. Using the hotels' operating income as a measure of profitability, the study found that investments in certain forms of intellectual capital have a greater impact on profitability than others do. Controlling for the market value of the physical assets, occupancy, and the cost of living, the study analyzed the influence of expenditures on the following two forms of external intellectual capital: brand and operating company; and the following three forms of property-level human capital: service employees, support employees, and professional employees. Although the sample was divided into full-service hotels and limited-service properties, the results for both segments were similar for most forms of intellectual capital. First, the greater the expense incurred-or investment made-on an operating company and brand affiliation, the higher the profitability for both limited-service and full-service hotels. In addition, when either type of hotel spends more money on its service employees it realizes higher profitability. However, regardless of whether the hotel is full-service or limited-service, investing in professional employees did not significantly influence profitability. Not only that but expanded expenditures in support employees had a negative influence on profitability for limited-service hotels and no influence for full-service properties.

Cornell Hotel and Restaurant Administration Quarterly, Apr 1, 2001

Surveys of hotel general managers conducted in 2001 and in 2002 found some but not many hotels ma... more Surveys of hotel general managers conducted in 2001 and in 2002 found some but not many hotels making changes in their safety and security arrangements. When asked to respond on a five-point scale whether they were doing nothing (1) or much (5) managers generally answered in the middle, indicating that they were making some changes, either by adding security staff or updating security policies. On balance, the hotels made more changes in 2002 than in 2001. When the sample was broken down into segments, the study found that extended-stay hotels reported the greatest change in safety and security procedures, while luxury hotels were most likely to add security staff, followed by extended-stay properties. Examining the hotels by their geographic location revealed little differences in the plans to add security employees, but certain areas stood out with regard to making changes in safety and security procedures. Hotels in the west-south-central region (including Oklahoma and Texas) were most likely to make procedural changes, followed by those in the populous middle-Atlantic region (New Jersey and New York) and the east-north-central region (Illinois and Michigan). One factor that is undoubtedly influencing the findings is the probability that many hotels already had effective safety and security systems in place before the September 11 attacks.

An investigation of the physical attributes or features that signal safety and security in a samp... more An investigation of the physical attributes or features that signal safety and security in a sample of 5,487 U.S. hotels revealed significant differences in the distribution of these key amenities in various hotel price segments and geographical locations. Differences in these physical attributes were also found among hotels of various sizes, ages, and locations (e.g., urban, airport, small town). An analysis of hotel index scores across several different categories revealed an average safety-index score of 70 and a security index score of 64 out of a possible score of 100. Overall, luxury and upscale hotels, airport and urban hotels, large properties, and new hotels are most likely to maintain a high level of safety and security amenities. In contrast, old, small, and budget motels are the properties most challenged in providing those safety and security features.

El desarrollo de internet nos ha demostrado el poder que tienen las redes de comunicación. Debido... more El desarrollo de internet nos ha demostrado el poder que tienen las redes de comunicación. Debido a su rapidez y agilidad, las redes de comunicación pueden ser incluso más eficaces que las burocracias monolíticas. Las empresas hoteleras han obtenido diversos resultados al intentar usar la Internet para la distribución. Si los hoteleros no entienden el comportamiento de los consumidores o los principios en que se basa la organización de la red, corren el riesgo de que intermediarios de la red les hagan perder ingresos y control sobre sus precios. Mediante este artículo quiero abrir la discusión de cómo la industria hotelera debe adaptar el poder que tiene el concepto de red sobre el precio; especialmente porque la industria experimenta las típicas fuerzas de las redes, que bajan los precios y podrían llevar a la ruina a todos.

Tourism and hospitality scholars and educational institutions in developing countries can benefit... more Tourism and hospitality scholars and educational institutions in developing countries can benefit from systematic analysis of their counterparts in developed countries. Using the framework of sustainable competitive advantage, this paper explores the key organizational resources of the School of Hotel Administration at Cornell University that have assured its position as the leading hospitality program worldwide. The paper analyses key resources Cornell Hotel School uses to leverage and sustain its competitive advantage. Suggestions for positioning and enhancing future Chinese tourism and hospitality programs are provided.

Journal of Managerial Issues, 1992

Excerpt] How important is it for top managers to be visible in their companies? Hambrick and Maso... more Excerpt] How important is it for top managers to be visible in their companies? Hambrick and Mason (1984) argue that organizations are reflections of their top managers, and thus organizational outcomes are significantly influenced by the values, beliefs and actions of these top managers. They suggest that organizations do not operate on inertia or run themselves, but that top managers play a critical role they matter. According to Schein (1985), top managers create organizations and strive to shape behavior by the development of a culture of shared beliefs.

... Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in t... more ... Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University by Cathy Ann Enz, BS ***** The Ohio State University 1985 Reading Committee: Approved by Dr. H. Randolph Bobbitt, Jr. ...

he hotel competitor analysis tool (H-CAT) is an Excel® spreadsheet designed to help managers make... more he hotel competitor analysis tool (H-CAT) is an Excel® spreadsheet designed to help managers make strategic comparisons between competing hotels on critical success factors. The tool permits hotel executive teams to assess direct competitors and then use the results to inform future planning initiatives to change or enhance organizational performance. The formatted worksheets allow strategists to compare their hotel to competitors, but to also examine and make supplemental comparisons of rooms inventory, various food and beverage outlets, or other revenue units of the hotel that would benefit from competitive comparisons. This report describes the steps necessary to conduct a competitive analysis, although the spreadsheet is designed to be self-explanatory and easy to use. The goal of the competitor analysis tool is to help hotel operators improve key elements of their operation by making meaningful comparisons and then exploring areas of strength and weakness.

SAGE Publications eBooks, 2010

... versus Financial Controls 329 Feedback-Control Systems 331 Feedforward Control 339 Other Type... more ... versus Financial Controls 329 Feedback-Control Systems 331 Feedforward Control 339 Other Types of Controls 344 Crisis Prevention and ... of strategy concepts and ideas, while illustrating important ideas with numerous new and relevant examples from the hospitality industry. ...

Proceedings of the International Association for Business and Society, 1991