4.2 Organizational Factors Analysis

4.2 Organizational Factors

Counter intuitively, management encouragement (Std.β= 0.074; P= 0.299) was not statistically significant to hotel managers’ attitudes toward IAT adoption, which is consistent with prior research such as Wang et al. (2010). This result indicated that hotel managers and employees are not aware of the strengths and limitations and how IAT can help improve their job function. This may be explained by that IAT is still in premature stages. This was supported by the fact that merely 5.7% of the luxury hotels were fully implementing IAT. Due to the lack of a unified standard and prematurity of IAT, managers may believe future changes of IAT are imminent and therefore a waste of investment. Furthermore, most luxury hotels are being operated through management companies which implement a certain IS to manage the hotel chains. Empirically, the decision to upgrade the current operating systems in hotels to a new version is being made carefully by management companies and may take long time to adopt the new technology. With these rationales, hotel managers may prefer to wait until success is proven and the direction in which IAT develops.

Organizational readiness (Std.β=.087; P= 0.233) was not

The importance of this positive significance is consistent with the earlier studies (Almoawi and Mahmood, 2012; Duan et al., 2012). Hotel managers suggested that if hotels utilize IAT in the FSCM this may put pressure on other hotels to do the same. This finding showed the initial challenge for each hotel to maintain a competitive edge through IAT adoption. Additionally, hotel managers believe that local IT industry’s services and technology infrastructure of suppliers are efficient, reliable and affordable enough to support hotels adopting