UNLOCKING SUSTAINABLE COMPETITIVE ADVANTAGE IN MID-SCALE HOTELS: A SEQUENTIAL MEDIATION MODEL OF MULTI-DIMENSIONAL QUALITY PERCEPTIONS, CUSTOMER SATISFACTION, REPATRONAGE INTENTIONS, AND POSITIVE RECOMMENDATIONS

Authors

  • Ariya Primindra UPN University, Jakarta, Indonesia Author

DOI:

https://doi.org/10.62207/f3pqkz44

Keywords:

servicescape; service personnel quality; experience quality; customer satisfaction; repatronage intention; positive recommendations; sustained competitive advantage; mid-scale hotels.

Abstract

This study examines the mechanism through which multidimensional hotel quality perceptions translate into customer-level perceptions of sustained competitive advantage in the mid-scale hotel segment. The model integrates Bitner’s servicescape framework, service quality theory, Expectation-Confirmation Theory, and the resource-based/dynamic-capabilities perspectives. Physical environment quality, service personnel quality, and experience quality are specified as exogenous constructs; customer satisfaction and repatronage intention are modeled as sequential mediators; positive recommendations are included as a parallel behavioral outcome; and perceived sustained competitive advantage is positioned as the distal outcome. A quantitative cross-sectional design is specified for guests of urban three-star hotels, with a five-point Likert questionnaire and Partial Least Squares Structural Equation Modeling (PLS-SEM). For manuscript-development purposes, a simulated dataset of 384 usable responses is analyzed. The simulated results indicate that all three quality dimensions positively predict customer satisfaction, with experience quality showing the largest coefficient. Customer satisfaction significantly predicts both repatronage intention and positive recommendations. Repatronage intention and positive recommendations subsequently predict perceived sustained competitive advantage. The serial indirect effects from each quality dimension through satisfaction and repatronage intention are statistically significant in the simulated model. The findings illustrate how operational quality can be translated into relational and strategic value when customer evaluations accumulate into repeat patronage and advocacy. Because the numerical results are simulated, they should not be presented as evidence from actual respondents or submitted as empirical findings without replacing them with genuine data.

References

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108

Bitner, M. J. (1992). Servicescapes: The impact of physical surroundings on customers and employees. Journal of Marketing, 56(2), 57–71. https://doi.org/10.1177/002224299205600205

El-Adly, M. I. (2019). Modelling the relationship between hotel perceived value, customer satisfaction, and customer loyalty. Journal of Retailing and Consumer Services, 50, 322–332. https://doi.org/10.1016/j.jretconser.2018.07.007

Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/EBR-11-2018-0203

Kandampully, J., & Suhartanto, D. (2000). Customer loyalty in the hotel industry: The role of customer satisfaction and image. International Journal of Contemporary Hospitality Management, 12(6), 346–351. https://doi.org/10.1108/09596110010342559

Kashyap, R., & Bojanic, D. C. (2000). A structural analysis of value, quality, and price perceptions of business and leisure travelers. Journal of Travel Research, 39(1), 45–55. https://doi.org/10.1177/004728750003900106

Kuo, N.-T., Chang, K.-C., Cheng, Y.-S., & Lai, C.-H. (2013). Investigating the effect of service quality on customer loyalty in the hotel industry: The mediating role of customer satisfaction and the moderating roles of service recovery and perceived value. Journal of China Tourism Research, 9(3), 257–276. https://doi.org/10.1080/19388160.2013.812896

LeBlanc, G., & Nguyen, N. (1996). An examination of the factors that signal hotel image to travellers. Journal of Vacation Marketing, 3(1), 23–39. https://doi.org/10.1177/135676679600300103

Oliver, R. L. (1980). A cognitive model of the antecedents and consequences of satisfaction decisions. Journal of Marketing Research, 17(4), 460–469. https://doi.org/10.1177/002224378001700405

Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12–40.

Sarstedt, M., Ringle, C. M., Cheah, J.-H., Ting, H., Moisescu, O. I., & Radomir, L. (2020). Structural model robustness checks in PLS-SEM. Tourism Economics, 26(4), 531–554. https://doi.org/10.1177/1354816618823921

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z

Downloads

Published

2026-08-30

How to Cite

UNLOCKING SUSTAINABLE COMPETITIVE ADVANTAGE IN MID-SCALE HOTELS: A SEQUENTIAL MEDIATION MODEL OF MULTI-DIMENSIONAL QUALITY PERCEPTIONS, CUSTOMER SATISFACTION, REPATRONAGE INTENTIONS, AND POSITIVE RECOMMENDATIONS. (2026). Management Studies and Business Journal (PRODUCTIVITY), 3(8), 241-252. https://doi.org/10.62207/f3pqkz44