340
A. Oxenswärdh
are numerous definitions of lifestyle entrepreneurs (for a brief literature review of
definitions used for lifestyle entrepreneurs see Gomez-Velasco and Saleilles 2007).
According to Burns (2001), lifestyle entrepreneurs are primarily motivated by their
will to undertake an activity they enjoy and provides adequate income. Morrison complicates the conceptualization of various forms of entrepreneurship by formulating
three main features of entrepreneurship, that is, social, economic, and psychological,
followed by the description of main entrepreneurial manners. Her results show that
in the case of lifestyle entrepreneurs, the main motivation for starting a business
are oriented towards non-economic motives (Morrison 2006). These results are confirmed by other researchers worldwide. Ateljevic and Doorne (2000), for instance,
have shown in their research on adventure tourism small enterprises in New Zealand,
that economic factors are not the driving forces for those entrepreneurs they studied.
For them, lifestyle values were central, making them operate within an ideological
fence in which “their business success might be best measured in terms of a continuing
ability to perpetuate their chosen lifestyle” (Ateljevic and Doorne 2000: 380–381).
These findings highlight the importance of human capital in the creation of lifestyle
businesses such as the BnB in this research.
It is important to highlight that lifestyle entrepreneurship within the booming
sharing economy in the tourism industry can be a highly creative and innovative
activity because, as Ateljevic and Doorne argue (2000: 381 in Shaw 2004: 126) the
“rejection of an overly profit-driven orientation does not necessarily result in financial
suicide or development stagnation, but rather provides opportunities to engage with
‘niche’ market consumers”. Research shows that within the tourism industry, lifestyle
entrepreneurs such as BnB owners can be important stakeholders in the creation of
new tourism products as well as in the conservation and promotion of local natural
and cultural heritage (Ateljevic and Doorne 2000), making them important platforms
for understanding sustainable tourism development.
7 Hotel Entrepreneurs/Managers
Leadership is the art of influencing others. Communication is the primary task of
any executive, and communication with employees regarding their concerns, problems, ideas, and suggestions about the organization is a critical skill of managing
(Henderson 2004). The hotel managers require competency in terms of motivation
and interpersonal skills. These skills are needed to inspire and motivate others, delegate work, and allow others to lead under the appropriate circumstances. Effectiveness of the ability to work with a variety of people influences the success of the
managers (Kakabadse and Margerison 1988). A concern for community competency
is considered as another leadership competency needed for managers. Hotel managers can promote the ideas of creating positive publicity for the hotel and placing
a premium on social skills for the community (Zaccaro et al. 1991). This requires
flexibility in dealing with others and in adjusting plans opportunistically as dictated
by the demands of a changing social environment.
A. Oxenswärdh
are numerous definitions of lifestyle entrepreneurs (for a brief literature review of
definitions used for lifestyle entrepreneurs see Gomez-Velasco and Saleilles 2007).
According to Burns (2001), lifestyle entrepreneurs are primarily motivated by their
will to undertake an activity they enjoy and provides adequate income. Morrison complicates the conceptualization of various forms of entrepreneurship by formulating
three main features of entrepreneurship, that is, social, economic, and psychological,
followed by the description of main entrepreneurial manners. Her results show that
in the case of lifestyle entrepreneurs, the main motivation for starting a business
are oriented towards non-economic motives (Morrison 2006). These results are confirmed by other researchers worldwide. Ateljevic and Doorne (2000), for instance,
have shown in their research on adventure tourism small enterprises in New Zealand,
that economic factors are not the driving forces for those entrepreneurs they studied.
For them, lifestyle values were central, making them operate within an ideological
fence in which “their business success might be best measured in terms of a continuing
ability to perpetuate their chosen lifestyle” (Ateljevic and Doorne 2000: 380–381).
These findings highlight the importance of human capital in the creation of lifestyle
businesses such as the BnB in this research.
It is important to highlight that lifestyle entrepreneurship within the booming
sharing economy in the tourism industry can be a highly creative and innovative
activity because, as Ateljevic and Doorne argue (2000: 381 in Shaw 2004: 126) the
“rejection of an overly profit-driven orientation does not necessarily result in financial
suicide or development stagnation, but rather provides opportunities to engage with
‘niche’ market consumers”. Research shows that within the tourism industry, lifestyle
entrepreneurs such as BnB owners can be important stakeholders in the creation of
new tourism products as well as in the conservation and promotion of local natural
and cultural heritage (Ateljevic and Doorne 2000), making them important platforms
for understanding sustainable tourism development.
7 Hotel Entrepreneurs/Managers
Leadership is the art of influencing others. Communication is the primary task of
any executive, and communication with employees regarding their concerns, problems, ideas, and suggestions about the organization is a critical skill of managing
(Henderson 2004). The hotel managers require competency in terms of motivation
and interpersonal skills. These skills are needed to inspire and motivate others, delegate work, and allow others to lead under the appropriate circumstances. Effectiveness of the ability to work with a variety of people influences the success of the
managers (Kakabadse and Margerison 1988). A concern for community competency
is considered as another leadership competency needed for managers. Hotel managers can promote the ideas of creating positive publicity for the hotel and placing
a premium on social skills for the community (Zaccaro et al. 1991). This requires
flexibility in dealing with others and in adjusting plans opportunistically as dictated
by the demands of a changing social environment.