Exploring the management in tourism: The Case of co-destruction of value in the portuguese hotel industry

Abstract

The Literature Review presented here aims to bring theoretical considerations about the co-destruction of value. The term “co-destruction” is now used in the hospitality service environment to describe the phenomenon in which multiple actors interact and integrate their resources to realize valuable benefits, yet their collaborations result in a decline of the well being of at least one of the participating actors. In the recent past, scholars have begun to dedicate their attention towards destructive relationships as a critical component of organizational life, facing it from various points of view, such as trust and partnering, project management, and relational coordination. The theme of value co-creation is consolidated from the discussions of Zikmund et al (2013), Meyer & Schwager (2015), Rajnish et al. (2017) and Mxunyelwa e Henama (2019) Cunha et al. (2021) among other authors. The research was quantitative in nature, adopting the survey method. To measure the proposed hypotheses, a unique conceptual model was developed with leadership support, supportive organizational climate, value co-destruction, and commitment to value co-creation as constructs. Data was collected from the hospitality Continental Portugal and islands, where 1200 responses were obtained for analysis. All participants were hospitality employees. Key findings revealed that leadership support was dominant in comparison to the other constructs based on how high it loaded as a factor. In addition, a high perception of a supportive organizational climate among service employees will result in a low occurrence of value co-destruction in their organization. Further research direction on the subject is proposed.