Leadership Styles in Strategic Alliances: A lodging industry perspective

Abstract

Strategic alliances are an important phenomenon in management literature that has been increasingly recognized. Within the framework of alliance theories, this study focuses on examining strategic alliance types in the lodging industry. By also reviewing the existing research literature, leadership styles that contribute success or failure of management in strategic alliances are examined. A framework is developed forthe growing use of strategic alliances in the lodging industry and applied leadership styles in the alliances. This study indicates lodging alliances have different types of strategic alliances based on equity alliances and non-equity alliances. It also includes theoretical paradigms that explain that these relationships can include transaction cost economics, resource dependency, strategic choice, stakeholder theory, organizational learning and intuitional theory.