The Effect of Entrepreneurial and Customer Orientation on

ISSN: 04532198

Volume 62, Issue 06, July, 2020

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The Effect of Entrepreneurial and Customer

Orientation on Service Quality in Hotels

Sahar A. Mady1

Management Department, Islamic University – Gaza, Palestine1

Abstract— The aim of this study is to identify the effect of entrepreneurial orientation and customer

orientation on service quality in hotels operating in Gaza Strip, through examining the effect of risk taking,

innovativeness, reactiveness, competitive aggressiveness and autonomy, in addition to examining the effect

of definition, sensitivity, measurement and implementation on service quality in hotels operating in Gaza

Strip. The researcher followed the descriptive, analytical approach. Data was collected using a

questionnaire, which was distributed to the targeted population of the study – the employees in 13 hotels

working in Gaza Strip. The questionnaire was distributed to a sample of (250) respondents from all hotels.

Total of (189) questionnaires were collected and then analyzed using SPSS program. The results showed

that there is a significant relationship between entrepreneurial orientation and service quality. It also

revealed a significant relationship between customer orientation and service quality. And finally it showed

that there is a significant relationship between the dependent variable service quality and the independent

variables "Risk Taking, Innovativeness, Reactiveness, Competitive aggressiveness, Autonomy, Definition,

Sensitivity, Measurement and Implementation "so that the higher degree of the independent variables leads

to a higher level of service quality in hotels. The research recommended for the management of hotels to

recruit its employees from the graduates of tourism and professional colleges so as to develop the level of

quality services in the hotels operating in Gaza Strip. Furthermore, carry out workshops for administration

and operational departments in order to improve their skills and capabilities.

Keywords— Entrepreneurial Orientation; Customer Orientation; Service Quality, hotels; Gaza Strip

1. Introduction

In latest years, Entrepreneurship as a research discipline has experienced a considerable increase in interest.

This has happened due to the increasingly competitive environment in markets. The promising field of

entrepreneurship literature has started to diverge into many sub research areas. One of the trendiest areas of

research is entrepreneurial orientation. A lot of researchers have discussed the relationship between

entrepreneurial orientation and other variables like: organizations and firms performance, and innovation.

Other researchers discuss the relationship between the two variables only out of the three ones. None of the

studies discuss the relationship between the three variables: entrepreneurial orientation, customer

orientation and service quality together in one study especially in hotel industry.

Because of the reliable change and developing competitive weights on the present hotel industry, hoteliers’

endeavors incredible endeavors to double business results through heightening their net revenues.

Subsequently, they manage all the more requesting clients, new controls, globalization, and the

destabilizing impacts of mechanical improvement. These extensive elements change the inn scene

altogether and are making new difficulties notwithstanding new necessities for hoteliers. Along these lines,

they must be inventive (Giri & Tse, 2006) and to take profit by the commercial center chances and, similar

to the next administration associations, develop long-standing associations with their clients. While

focusing on the idea of the inn business, one can see that a more client situated methodology may be

required to enhance execution (Kayhan, 2010).

S. A. Mady, 2020 Technology Reports of Kansai University

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According to many researchers, customer orientation should be in the first rank in the hotel’s

competitiveness. In the meantime, they need to recognize that the level of their ingenuity is viewed as a

basic factor when talking about achievement of hotels. A hotel can be "customer oriented‖ when it expects

then executes learning introduction. In the previous couple of years, researcher of advertising and

administration disciplines have been incredibly keen on these terms and their undertones on hotel execution

(Stegerean, 2014).

Nowadays, customer orientation is considered a base for the developing movement and survival in firms

working in competitive markets. In other words, all the ways to survival and profitability of any enterprise

will escort to preserving and promoting customer loyalty and assuring them as to their access to the their

expected services in the shortest possible time span and with the best possible quality expected (Mahrokh,

2016).

Also, the role played by service quality in the success of hotel businesses cannot be ignored. It is something

crucial for hotel managers to understand what precisely the customers need. Distinguishing the exact

desires for clients, benefit quality measurements, and their overall significance of these measurements for

clients with respect to every particular section of hotel industry would positively assist directors with facing

the test of enhancing the administration quality in their hotels.

This study seeks to relate Service Quality with Entrepreneurial Orientation and Customer Orientation.

Because of the more expanded competition inside the zone of the travel industry e.g. hotel sector, the need

of dissecting the factors made reference to in the title of the investigation has turned out to be increasingly

self-evident. To begin with, preparing a literature review about Entrepreneurial Orientation, Customer

Orientation and Service Quality provides a clear and accurate outline of these issues. Then it is followed by

hypotheses statement of the study. After that the researcher reviews the previous studies that relates to the

topic of the study. The researcher then discusses the methodology utilized: research sample, data collection

and procedures. At last, the outcomes and discussion are presented followed by the conclusion of the study

in terms of suggestions for hotel managers, workers and academics.

2. Problem statement

It is not easy for tourism organizations to keep up with the development of the external environment, which

is characterized by dynamic and an unstable nature. This instability is considered one of the most important

challenges facing tourism sector in Gaza Strip. Therefore, the ability of tourism organizations to follow

entrepreneurial orientation through risk taking, innovativeness, reactiveness, competitive aggressiveness

and autonomy is one of the most significant factors that help them to predict the environment and to search

for new opportunities of investment to provide services with a quality that meet the requirements and needs

of customers to satisfy them. Therefore, the study problem can be addressed in the main following

question:

"What is the Effect of Entrepreneurial Orientation (EO) and customer orientation (CO) on service quality

(SQ) in Hotels in Gaza Strip?"

This question is divided into the following questions:

To what extent does entrepreneurial orientation affect service quality in hotels in Gaza Strip?

To what extent does customer orientation affect service quality in hotels in Gaza Strip?

To what extent does Entrepreneurial Orientation affect service quality through customer orientation

as intermediate variable in hotels in Gaza Strip?

3. Research objectives

Identify the respondents' ideation about entrepreneurial orientation in hotels in Gaza Strip.

Identify the respondents' ideation about the service quality in hotels in Gaza Strip.

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Study the relationship between the entrepreneurial orientation, customer orientation and quality of

service in hotels in Gaza Strip.

Identify the effect of entrepreneurial orientation and customer orientation on service quality in

hotels in Gaza strip.

Disclosure of the differences between the responses of the respondents on the Effect of

Entrepreneurial Orientation and Customer Orientation on Service Quality in Hotels in Gaza Strip

according to personal variables.

4. Research importance

The research is considered significantly important because of the depth of Entrepreneurial Orientation

subject and its effects on the service quality in hotels in Gaza Strip. The importance can be summarized

from two terms: theoretical and practical.

4.1 First: Theoretical importance

- This study can be considered a significant reference for those who are interested in the areas of

research, entrepreneurial orientation, customer orientation and service quality which are important

topics in marketing and business.

- Lack of Palestinian Studies on the effect of entrepreneurial orientation and customer orientation on

service quality in service organizations like hotels.

- Directing researcher to a trendy field of study like entrepreneurial orientation in order to concentrate

on it in future studies and researches.

- This study is a contribution to the development of new knowledge for researcher who are interested

in understanding the nature of entrepreneurial orientation, customer orientation service quality and

their dimensions.

4.2 Second: Practical Importance:

The importance of the study in practical terms is

- To pay attention of senior management and decision-makers in hotels to focus on Entrepreneurial

Orientation and contribute to improving the quality of service by highlight on modern methods and

scientific plans to improve it.

- This study provides some suggestions for managers of hotels and the Ministry of Tourism for

developing the hotels sector in Gaza Strip.

5. Research hypotheses

The first main hypothesis: There is a statistical significant relationship at the level (α ≤ 0.05) between

Entrepreneurial Orientation and Customer Orientation on Service Quality in the hotels operating in

Gaza Strip.

The second main hypothesis: There is a statistical significant effect at the level (α ≤ 0.05) of

Entrepreneurial Orientation and Customer Orientation to Service Quality in the hotels operating in

Gaza Strip.

The third hypothesis: There are statistical significant differences at the level of (α ≤ 0.05) in the

responses of the respondents about (The Effect of Entrepreneurial Orientation and Customer

Orientation on Service Quality in Hotels in Gaza Strip) due to the demographic factors (gender, age,

career, and years of experience).


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6. Literature review

6.1 The concept of entrepreneurial orientation

The concept EO has turned into a focal point in the enterprise writing and the subject of over three many

years of research (Covin & Wales, 2012).The innovative introduction (EO) develop has been presented by

Miller in (1983) at that point Covin and Slevin broadened it in (1989, 1990) into a more acknowledged

conceptualization that proclaims how an association could be 'pioneering' (George and Marino, 2011).

Miller (1983) believes that an endeavor can be considered "enterprising" when it is innovative, risk taking

and proactive" in the meantime. In (1988) Covin and Slevin added to Miller's definition and expressed that,

"the pioneering introduction of a firm is exhibited by the degree to which the best chiefs are slanted to go for

broke (the risk taking measurement), to support change and advancement with the end goal to get an upper

hand for their firm (the innovation measurement), and to contend forcefully with different firms (the

proactiveness measurement) ". Many creators have received EO definitions like that of Miller (1983) and

Covin and Slevin (1989, 1990), yet others have rolled out improvements that alter the importance of the

build. The most well-known deviations from Miller's (1983) conceptualization show up in utilizing pretty

much measurements or in the use of the EO develop in an alternate setting (George & Marino, 2011). For

instance, Merz and Sauber (1995) and Knight (1997) have constrained the development by concentrating

just on two measurements: proactiveness and innovation, barring the risk taking measurement. Moreover,

Merz and Sauber (1995) just focus on the activities of specialty units and on developments that prompts new

contributions, rather than process enhancements. Conversely, Lumpkin and Dess (1996) have added two

measurements to the build. In this manner, the EO build comprises of the five measurements innovativeness,

risk taking, proactiveness, competitive aggressiveness and autonomy. Further, Lumpkin and Dess (1996)

have broadened the zone by recommending that "an EO alludes to the procedures, practices and basic

leadership exercises that prompt new-section". In any case, this isn't what Covin and Slevin (1988)say, they

propose that" EO is a vital demeanor mirroring the choices and procedures of the firm, however not

unequivocally restricted to those that prompt new passage, but instead illustrative of a general gestalt inside

an association". Builds, for example, EO, are utilized to imply undetectable wonders as a method for sorting

out information and giving a system to testing and creating hypothesis. Key to this procedure is the standard

utilization of clearly characterized central ideas that are estimated and tried with a high level of build

legitimacy with the end goal to guarantee the correspondence between the undetectable develop and our

methods for estimating the develop (Peter, 1981).

6.2 Definitions of Entrepreneurial orientation

Mintzberg(1973) defined it as:" In the entrepreneurial mode, strategy-making is dominated by the active

search for new opportunities, "as well as " dramatic leaps forward in the face of uncertainty."

Khanwalla (1976-1977) defined EO as "The entrepreneurial (management) style is characterized by

bold, risky, aggressive decision- making".

Miller and Friesen (1982) defined EO as "The entrepreneurial model applies to firms that innovative

boldly and regularly while taking considerable risks in their product-market strategies."

Miller (1983) defined EO as "An entrepreneurial firm is one that engages in product – market

innovation, undertakes somewhat risky ventures, and is first to come up with proactive innovations, beating

competitors to the punch."

Morris and Paul(1987) defined EO as "An entrepreneurial firm is one with decision – making norms

that emphasize proactive, innovative strategies that contain an element of risk."

Covin and Slevin (1998) defined EO as "Entrepreneurial firms are those in which the top managers

have entrepreneurial management styles, as evidenced by the firm’s strategic decisions and operating

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management philosophies. Non-entrepreneurial or conservative firms are those in which the management

style is decidedly risk – averse, non-innovative, and passive or reactive. "

Merz and Sauber (1995) defined entrepreneurial orientation as "the firm's degree of proactiveness

(aggressivess) in its chosen product-market unit (PMU) and its willingness to innovate and create new

offerings."

Lumpkin & Dess (1996) defined EO as" the processes, practices, and decision – making activities that

lead to new entry "as characterized by one, or more of the following dimensions:" a propensity to act

autonomously, a willingness to innovative and take – risks, and tendency to be aggressive toward

competitors and proactive relative to market place opportunities."

Zahra & Neubaum (1998) defined EO as" the sum total of a firm's radical innovation, proactive

strategic action, and risk taking activities that are manifested in support of projects with uncertain

outcomes."

Voss, Voss & Moorman(2005) defined EO as "a firm- level disposition to engage in behaviors

(reflecting risk-taking, innovativeness, proactiveness, autonomy, and competitive aggressiveness) that lead

to change in the organization and the marketplace."

Avlonitis and Salavou (2007) defined EO as "it constitutes an organizational phenomenon that reflects a

managerial capability by which firms embark on proactive and aggressive initiatives to alter the competitive

scene to their advantage".

Pearce, Fritz, and Davis (2010) defined EO as "a set of distinct but related behaviors that have the

qualities of innovativeness, proactiveness, competitive aggressiveness, risk taking and autonomy."

6.3 Dimensions of entrepreneurial orientation:

6.3.1 Innovativeness:

According to Lumpkin and Dess (2001), innovativeness means "a willingness to support creativity and

experimentation to introduce new products or services, technological leadership and research and

development in developing new processes." Innovation is considered as the creative development of new

products and markets (Kreiser et al., 2002). Innovativeness is defined as 'the tendency to engage in and

support new ideas, novelty, experimentation, and creative processes that may result in new products,

service, or technological processes' (Lumpkin and Dess, 1996). Dess & Lumpkin (2005) claimed that there

are many forms of innovation, such as product-market innovativeness, technological innovativeness and

administrative innovativeness. Innovativeness includes the processes and minds of rising new products,

services and creating new market and customer needs. This emphasis is the basic factor of entrepreneurship,

representing the energetic function of corporations. It brings opportunities when firms make their efforts to

adopt new solutions, and also comes with risk Schumpeter (1942) was the main who associated

advancement to entrepreneurship. He described a monetary procedure of "inventive pulverization", as the

production of riches by acquainting new administrations and merchandise with the market and that can

exchange the assets from existing firms to assist different firms with growing. The reason that leaded to this

presentation is entrepreneurship, portrayed as the aggressive section of imaginative new blends. As

indicated by Lumpkin & Dess (1996) innovativeness is viewed as a fundamental dimension of EO, in light

of the fact that it describes a basic means by which associations pursue new chances. Risk taking is defined

by Lumpkin & Dess (2001) as a tendency to take brave actions, such as ingoing to unknown new markets,

committing a huge portion of resources to ventures with doubtful outcomes or borrowing heavily). Risk-

taking also refers to" the degree to which managers are willing to make large and risky resources

commitments" (Miller & Friesen, 1998). Uncertainty, which is a result of the altering external environment

and internal organization, dangerous for the success and results in potential risks Miller and Friesen (1978)

considered risk taking as part a strategy for making processes of an organization. Since EO is a strategic


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attitude, risk taking should be part of it. However, scholars are not able to find constant patterns when

investigating risk taking in relationship with entrepreneurship. Naldi et al. (2007) suggested that the

circumstances of the organization influence directly the amount of risk it takes. In addition, most studies

have paying attention to individual risk taking on new entry instead of taking into consideration the firm

level (Lumpkin & Dess, 1996). Dess & Lumpkin (2005) mentioned three types of risk-taking that firms and

entrepreneurs may tackle, namely business risk-taking, financial risk-taking, and personal risk-taking.

Entrepreneurs will go behind routines or look for alternatives to face the risks. Entrepreneurs tend to

recognize business environment more positively and are likely to take risks (Busenitz, 1999; Palich &

Bagby, 1995).

6.3.2 Proactiveness

Pro-activeness refers to "an opportunity seeking, forward- looking perspective involving new products or

services ahead of the competition and acting in anticipation of future demand to create change and shape the

environment" (Lumpkin and Dess, 2001). Previous studies anticipated two main aspects of pro-activeness

actions to identify the changes and seize opportunities. Another is that a corporation forward-looking mind

is important to entrepreneurs who want to out-perform and strike rivals. Compared to innovativeness and

risk-taking, proactiveness received less attention from previous researcher (Kreiser et al., 2002). To exploit

a market opportunity it is imperative to be the first mover. This will usually leads to high profits and the first

mover will get a head start in establishing brand recognition. Therefore taking initiative in taking benefit

from new markets and opportunities is linked to entrepreneurship (Lumpkin and Dess, 1996). This is

referred to as proactiveness, it is an opportunity seeking, forward-looking perspective which involves the

introduction of new products or services ahead of the competition and acting in expectancy of future

demand to make change and figure the environment (Lumpkin & Dess, 2001). Dess & Lumpkin (2005)

describe the importance of structural capital that is associated with proactiveness. Structural capital, such as

structures and processes, helps organizations to exploit resources more quickly and at cheaper rates than

competitors. Therefore, proactiveness strengthens both the reception and operations that make organizations

stay ahead of competitors. To misuse a market opportunity it is basic to be the principal mover. This will for

the most part prompts high benefits and the main mover will get a head begin in building up brand

acknowledgment. In this way stepping up with regards to taking profit by new markets and openings is

connected to enterprise (Lumpkin and Dess, 1996). This is alluded to as proactiveness, it is an open door

chasing, forward-looking point of view which includes the presentation of new items or administrations in

front of the opposition and acting in anticipation of future interest to roll out improvement and figure the

earth (Lumpkin & Dess, 2001). Dess & Lumpkin (2005) depict the significance of basic capital that is

related with proactiveness. Basic capital, for example, structures and procedures, encourages associations to

misuse assets more rapidly and at less expensive rates than contenders. Subsequently, proactiveness

reinforces both the gathering and tasks that make associations remain in front of contenders.

6.3.3 Competitive aggressiveness

Covin & Covin (1990) characterized competitive aggressiveness as "the current investigation seen

forcefulness as a more broad administrative mien reflected in a company's ability to go up against and want

to rule contenders through a mix of proactive moves and innovative endeavors". As operationalized here,

associations are aggressive in the event that they begin activities to which contenders at that point

demonstration accordingly; are frequently first to present new items, authoritative procedures, working

innovations, and so forth.; and regularly receive an extremely competitive, "undo the-contenders" pose.

More detached firms, then again, commonly respond to activities which contenders start; are once in a while

first to present new items, managerial methods, working advances, and so forth.; and ordinarily look to

avoid focused conflicts, inclining toward a "fall back on toleration when in doubt" pose" (Covin & Covin,

1990). This definition suggests that competitive agressiveness and proactiveness are two factors that can't be

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isolated. Notwithstanding, Lumpkin and Dess (2001) have guaranteed that the two dimensions are

autonomous and make an unmistakable commitment to execution. This refinement can be depicted on the

hand of the asset based view which describes how firms make, get and use assets to accomplish a practical

preferred standpoint (Barney, 1991). As per Lumpkin & Dess (2001) giving assets alludes to proactiveness,

yet when these assets are made associations will probably ensure and save them by a competitive

aggressiveness demeanor. In this manner Lumpkin and Dess (2001) characterized competitive

aggressiveness as" the convergence of a company's endeavors to beat industry rivals, described by a

competitive state of mind and an incredible reaction to contender's activities". To hold the importance of

competitive aggressiveness as an EO measurement, Dean (1993) demonstrates a high connection of

aggressive forcefulness with business enterprise on all dimensions of hazard in an exploration that looks at

organizations in low-and high hazard situations. Moreover competitive aggressiveness clarified more

difference (37 percent) in corporate enterprise than did some other system or auxiliary variable dissected.

6.3.4 Autonomy

Lumpkin & Dess,(1996) defined Autonomy as "the autonomous activity of an individual or a group in

delivering a thought or a dream and bringing it through to competition". It supports the spirit of

independence which is a vital pre requisite to any new activity or project an independent spirit which is

important for new-entry activity. In an organizational context, it refers to the actions which are taken far

from any organizational constraints. Regarding individuals or in team context, autonomy can be referred to

as taking independent action or the capacity and determination to be self-directed in the pursuit of

opportunities (Lumpkin & Dess, 1996). Mintzberg (1973) proposed the key role played by the top

executives in the corporation strategy-making process, in which top managers have the ability and autonomy

to adequately make decisions and raise growth. The strong leadership and unity of minds represents one

kinds of autonomy (Shrivastava & Grant, 1985). In contrast to this top down approach, lower level members

can also create new ideas, begin alternatives which can be transferred through the whole organization (Hart,

1992; Bourgeois & Brodwin, 1984). This type of autonomy comes from the 'bottom-up' functions. The

autonomy encourages all members to commence entrepreneurial activities.

6.3.5 Customer Orientation

To define the concept of customer orientation researcher may come across a big number of different

definitions in literature. Actually, it could be observed that the two concepts - market orientation and

customer orientation- are relatively used as synonyms. This can be explained through the fact that both

orientations focuses mainly on meeting the needs of customers (Brady, Cronin, 2005). Deshpande et al.

(1993) think about that market orientation and customer orientation are equivalent words, They characterize

customer orientation as the accompanying : "An arrangement of convictions that puts the client's advantage

first, while not barring those of every single other partner, for example, proprietors, supervisors, and

workers with the end goal to build up a long haul gainful endeavor". Notwithstanding, the two terms can't be

conversely as there are distinct contrasts between them. Narver & Slater (1990) separate between the two

terms market orientation and customer orientation. They think about that customer orientation is one of the

fundamental ideas of market orientation. They certify that customer orientation is one of three conduct

segments of market orientation, while the other two parts are orientation towards contenders and between

utilitarian coordination. Kevin Zhou et al. (2007) additionally screen a contrast among customer and

aggressive orientation, and relying upon explores in worldwide hotel administration industry, they show that

client and focused introductions distinctively affect the exhibitions of a hotel, contingent upon economic

situations.

6.3.6 Service Quality


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The concept of service quality originates from consumer behavior and confirmation/disconfirmation

paradigm (Grönroos, 1982). Literature in this field preserves that customers evaluate service quality by

comparing the service provided with what they think service performance would be in their service

experience (Lehtinen & Lehtinen, 1982). Service quality is defined as ―a measure of how well the service

level delivered matches customer expectations. Delivering quality service means conforming to customer

expectations on a consistent basis" (Lewis and Boom, 1983).

6.3.7 Dimensions of Service Quality:

Various researchers have added to the identification of service quality dimensions, but the most exposed

dimensions are the dimensions recognized by Parasuranam, et al. (1990). They first identified ten different

dimensions, but through exploratory research consolidated them into five principal dimensions that are used

by customers to judge the service quality.

The five Dimensions of Service quality

6.3.8 Tangibles

They refer to the physical aspects of service delivery i.e. the appearance of physical facilities, equipment,

personnel, and communication materials (Awoke, 2010).

6.3.9 Reliability

Reliability means that the service provider can perform the promised service both consistently and correctly.

Customers expect reliable service delivery which means that the service should be delivered on time, in the

same way, and without mistakes every time (Awoke, 2010).

6.3.10 Responsiveness

It means that the customer service provider has enthusiasm to help customers and to provide punctual

service. For example, keeping customers wait for service may cause unnecessary negative perceptions of

quality. Whenever a service failure occurs, the ability to recuperate quickly and with professionalism can

still leave positive perceptions of service quality (Awoke, 2010).

6.3.11 Assurance

Assurance refers to the knowledge and politeness of employees that enable them to state trust and

confidence. The assurance dimension includes the following features: competence to perform the service,

politeness and respect for the customer, effective communication with the customer, and the general attitude

that the server has the customer’s best interests at heart (Awoke, 2010).

6.3.12 Empathy

It refers to the caring and individualized attention what the customer gets during the service delivery. This

includes the accessibility, sensitivity of service employees and effort to recognize the customer’s needs

(Awoke, 2010).

6.3.13 Service quality in hotel industry

The role played by service quality in the success of hotel businesses cannot be denied. It is essential for the

hotel managers to have a good understanding on what exactly the customers want. Identifying the precise

expectations of customers, the dimensions of the service quality, and their relative importance for customers

for each specific segment of hotel industry would certainly help managers in the challenge of improving the

service quality. According to (Ladhari, 2009) service quality is considered an important tool for a hotel

effort to distinguish itself from its competitors. The relevance of service quality to hotels is emphasized

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especially the fact that it offers a competitive advantage to hotels that struggle to improve it and hence bring

customer satisfaction.

6.3.14 Hotels Operating in Gaza Strip

Hotels operating in Gaza Strip are part of the hotel system in Palestine. The number of hotels in Gaza Strip

represents 10% of the total number of hotels in Palestine. In 2015, the total number of hotels in Palestine

reached 123 hotels; 110 hotels of them were operating in the West Bank and Jerusalem while 13 ones were

operating in Gaza Strip according to the Palestinian Central Bureau of Statistics (PCBS, 2015). The hotels

operating in Gaza Strip are different in many aspects. Some of these differences related to facilities, others

related to amenities, organization chart and management, types of rooms, and types of services. Although

hotels play a significant role in developing many sectors in Gaza Strip, this industry suffers from many

obstacles related to the siege, lack of visitors, closure of the boarders which affect the present and the future

of this industry badly.

7. Previous studies

The study of (Zhai, et al., 2018) discussed the relationship between entrepreneurial orientation,

absorptive capacity, environmental dynamism, and corporate technological innovation performance.

The used a survey for 324 small and medium-sized enterprises (SMEs) of the Yangtze River Delta in

China. The results based on a moderated moderation model and it showed that the relationship between

entrepreneurial orientation and innovation performance is considerably positive. The absorptive

capacity can confidently modest this relationship. When the external environment is very dynamic, the

moderating effect of absorptive capacity will be stronger than when the environment is in low

dynamism.

The study of (McCarthy, 2018) applied the construct of entrepreneurial orientation (EO), the study

discussed the relationship between the dimensions of entrepreneurial risk taking and innovativeness.

Risk taking is measured as an entrepreneurial inclination as well as a behavior. Innovativeness is

noticeable in decisions for strategic growth, specifically strategies of vertical integration and horizontal

diversification. The study is applied in the unstable and hostile environment of Russia, targeting 158

successful entrepreneurs and their firms, and extending the EO construct beyond more positive set of

circumstances as found in the developed economies. Results of the study reflected that both

operationalisations of risk are extensively related to firm innovativeness, and are generally counter-

intuitive to what might be found in a more stable environment of developed economies like the USA

and Western Europe.

The study of (Kim, et al., 2017) aimed at examining empirically the effects that the five-star hotel CEOs

entrepreneurship has on the customer-contact employees’ job burnout and customer orientation. A

survey was accomplished on the customer-contact employees at the five-star hotels in the 5 cities of

Seoul, Daejeon, Daegu, Busan, and Jeju. Having 5 hotels per region, the total of the hotels is 25 five-star

hotels. The survey is conducted over the period of two months from September 1, 2016 to October 31,

2016. There were 235 valid samples collected from the survey, and hierarchical analysis was used to test

the hypothesis. The result analysis of the study can be summarized as follows. First, among the

entrepreneurship dimensions of five-star hotel CEOs, the proactiveness had a statistically significant

negative effect on the customer-contact employees’ job burnout; while the innovativeness and risk-

taking did not have statistically significant effect. Second, regarding the This study aims at examining

empirically the effects that the five-star hotel CEOs entrepreneurship have on the customer-contact

employees’ job burnout and customer orientation. A survey was accomplished on the customer-contact

employees at the five-star hotels in the 5 cities of Seoul, Daejeon, Daegu, Busan, and Jeju. Having 5

hotels per region, the total of the hotels is 25 five-star hotels. The survey is conducted over the period of


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two months from September 1, 2016 to October 31, 2016. There were 235 valid samples collected from

the survey, and hierarchical analysis was used to test the hypothesis. The result analysis of the study can

be summarized as follows. First, among the entrepreneurship dimensions of five-star hotel CEOs, the

proactiveness had a statistically significant negative effect on the customer-contact employees’ job

burnout; while the innovativeness and risk-taking did not have statistically significant effect. Second,

regarding the entrepreneurship of the five-star hotel CEOs, all 3 dimensions of innovativeness,

proactiveness, and risk-taking had statistically significant positive effect on the customer orientation of

customer-contact employees. Third, the job burnout of customer-contact employees had statistically

significant negative effect on the customer orientation.

The study of (Sok et al., 2017) showed complex relationships between entrepreneurial orientation (EO)

and performance, with mixed findings suggesting the changeability of the degree of the relationship

between the two. Some studies report a positive relationship, others report negative one, while some

report an irrelevant relationship between EO and performance. These contradictory findings indicate

that the EO-performance relationship is more complex than a simple main-effects-only relationship. The

literature in this context offers two different approaches – integrating moderating or mediation variables

in advancing the EO-performance relationship. The main purpose of this study is to expand current

knowledge by investigating underlying processes through which EO support performance and the exact

conditions under which this process is assisted. This study found that there is support for the mediation

effect of marketing capability on the EO-performance relationship. Significantly, this study also finds

that marketing resources moderates on the indirect impact of EO on performance through marketing

capability. The findings sustaining both the mediation and moderation impacts of marketing capability

and marketing resources on the EO-performance relationship (moderated mediation model) suggests

that greater insight into how EO affects small service firm performance can be reached through

considering in combination with other firm-level constructs (marketing capability and marketing

resources in this study).

The study of (Hernández, 2016) reviewed whether or not quality certification moderates the way by

which entrepreneurial orientation affects hotel performance. Data was collected from responses to a

questionnaire that managers of 102 hotels completed and returned. Many related methodological

contributions by this study can achieve strong conclusions: 1) a dual methodology is used for data

analysis (i.e., fuzzy-set qualitative comparative analysis and partial least squares structural equation

modeling), 2) study invariance through the measurement invariance of composite models, 3) the

predictive validity of PLS Path models through holdout samples and 4) application of the causal

asymmetry in the fs/QCA. This methodological complexity lets us to affirm strictly that entrepreneurial

orientation positively affects performance of the hotels and that quality certification has a moderating

effect: in certified hotels, entrepreneurial orientation has a greater effect on performance than in non-

certified hotels.

The study of (Amin, 2016) aimed at examining the effect of market orientation (MO) as a mediating

variable in the relationship between entrepreneurial orientation (EO) and small and medium enterprises

(SMEs)’ performance. In manufacturing industry of food and beverages, a total of 500 SMEs were

concerned in this study with a response rate of 117. Data collection was carried out in all states of

Peninsular Malaysia including the northern, central, southern and eastern regions. The findings show

that EO has a significant relationship with MO, and MO has a significant relationship with SME

performance. MO will mediate the relationship between EO and SMEs’ performance.

The study of (Tricahyadinata, 2015) aimed to explore the relationship between Entrepreneurship

Orientation, 4AS, and SERVMO to Hotel Performance, Study of Hotel Performance In East

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Kalimantan, Indonesia. The population of this study consists of the entire Managers at Star Hotel,

located in East Kalimantan. The overall number of hotel star is 49 hotels with certification that valid

until 2014 according to the Central Executive Board of the Association of Indonesian Hotels and

Restaurants (BPP-IHRA) East Kalimantan. A total of 49 star Hotels Managers are considered as sample

of the study. Then the number of samples was elected by 43 the General Managers. The analysis

showed that (1) the entrepreneurial orientation to a market orientation services (SERVMO) in East

Kalimantan, the hospitality industry has the significant effect, (2) entrepreneurial orientation has

positive and significant impact on the 4As in the hospitality industry in the region of East Kalimantan,

(3) 4As have positive and significant impact on the performance of the hotel hospitality industry in East

Kalimantan region, (4) the effect of entrepreneurial orientation ranks on the performance of the hotel,

which is mediated by the 4As which attained positive and significant coefficient, (5) the effect of

entrepreneurial orientation lines on the performance of the hotel, which is mediated by the market

orientation of service (SERVMO) coefficient values which achieved are significant. The findings of this

study confirm the role played by the framework of the 4As in the progress of the concept of Tourism

Marketing Responsible (Responsibility Tourism Marketing) toward better performance in the tourism

industry, especially industry hospitality in East Kalimantan. The study expands the span of customer

value assessment framework to support market orientation strategy of the company. The results of this

study indicate that entrepreneurial orientation SERVMO, and 4As to source capacity in escalation the

role of human resources entrepreneur in the industry, the tourism, especially the hotel industry as a

source that is unique and valuable, cannot be emulated completely, born of civilization and cultural

roots of East Kalimantan region and has the values of business ethics towards superior performance.

The study of (Kajalo & Lindblom, 2015) aimed to study the effect of market orientation (MO) and

entrepreneurial orientation (EO) on business performance among small retailers. In particular, the main

aim is to recognize and verify to what extent MO and EO influence firm performance directly, and to

what extent MO and EO are related to performance through marketing capabilities. The study depends

on a sample of 202 small retailers to get data. The structural equation modelling (SEM) is used to test

the developed conceptual model. The results of the SEM model illustrate that both MO and EO are a

base for improving business performance among small retailers. However, the effect of MO and EO on

performance is not that straightforward. According to the study findings, it can be argued that both MO

and EO need marketing capabilities to more completely release their value-creating potential among

small retail firms.

The study of (Grissemann et al., 2013) defined customer orientation and innovation management as key

factors in developing the business performance of hotels. This study inspects the interaction between

customer orientation, innovation, and business performance in the Alpine hospitality industry. The study

adds to current innovation research by equally investigating hotel innovativeness and innovation

behavior as two separate dimensions of the innovation concept. After analyzing data that was collected

from 203 hotel managers, it has been shown that the impact of hotels’ customer orientation surpasses

the effects of innovativeness and innovation behavior on financial and non-financial business

performance. Mediation analysis reflects that innovation behavior partly arbitrates the effect of

customer orientation on business performance. The results of the study afford hotel management with

related insights into the customer orientation innovation performance chain.

The study of (Roxana et al., 2013) aimed to connect between a strategy of diversification and

innovativeness and relate them to the performance of a hotel. Owing to the increased competition within

the sector of tourism e.g. hotel sector, it becomes very important to analyze the variables mentioned in


3036

the title of the paper. The first part of the article declares the literature review for the three variables and

then states four hypotheses for the study. The second part discusses the findings of the studied area of

Cluj County depending on the methodology used. The results show that hotel performance is affected by

customer orientation and hotel innovativeness, while the recent one is connected in a positive way with

learning orientation. It means that the three variables could be considered real motivated forces for this

study aims to connect between a strategy of diversification and innovativeness and relate them to the

performance of a hotel. Owing to the increased competition within the sector of tourism e.g. hotel

sector, it becomes very important to analyze the variables mentioned in the title of the paper. The first

part of the article declares the literature review for the three variables and then states four hypotheses for

the study. The second part discusses the findings of the studied area of Cluj County depending on the

methodology used. The results show that hotel performance is affected by customer orientation and

hotel innovativeness, while the recent one is connected in a positive way with learning orientation. It

means that the three variables could be considered real motivated forces for competitiveness in the hotel

sector. Thus, managers of hotels should be conscious of the results of this study and should make a

suitable environment to maintain an expected performance level through concentrating on the

mentioned variables. A deeper analysis of the performance pointers, the results reveal the actual

development stage of the hotel sector for Cluj County: above the national average, but with possible

growing, principally from the perspective of efficiency. At this point, management should be aware of

how important could be innovativeness and learning orientation for improving services and delivering

processes. In the hotel sector it is very clear that due to the augmented role of employee, the awareness

is more precious than in other sectors. Due to the most relevant market segment e.g. business tourism,

the studied county is considered a customer oriented country and has a good mean value for sales goal

achievement,. In order to improve the profit goal achievement value, innovativeness and learning

orientation should be considered influential tools for managers. Taking into consideration the potential

growth in the Romanian hotel sector, the three chosen variables - customer orientation, learning

orientation and innovativeness, should be further analyzed in respect with other performance indicators.

Thus, the study can be considered valuable and relevant because it can be developed not only to other

areas - which gives it sensible value, but also by including other performance indicators - for academic

value.

The study of (Tajeddini, 2010) investigated the relationship between customer orientation,

entrepreneurial orientation and innovativeness with business performance in different firms and

organizations, but few such studies exist on the hotel industry. This present work discusses the possible

influences of these variables on hotel industry performance. Data was collected through personal

questionnaires collected from 156 hotel managers and owners from German and French speaking

cantons placed in Switzerland in order to inspect the interrelation between innovativeness, customer

orientation, entrepreneurship and service business performance dimensions (i.e., profit goal

achievement, sales goal achievement and ROI achievement). The findings of the study hold up aspects

of previous research, but also present some new insights by exploring customer orientation and

innovativeness concurrently and disclosing how these factors affect the performance of the Swiss hotel

industry. In the light of accessible literature, limitations and future research directions are consequently

addressed.

The study of (Fares, 2016) aimed to identify the relationship between the entrepreneurial characteristics

of the senior management in commercial banks and strategic planning in Gaza Strip,. The sample of the

study consisted of 164 managers working in the commercial banks. Questionnaires have been

distributed to all members of the study community. (162) questionnaires were recovered, and after

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examining the questionnaires, four questionnaires were excluded for non-applicability of the conditions.

The researcher adopted the descriptive analytical method in the study, which is based on the description

of the phenomenon and then provide explanations relating thereto. He also adopted a resolution on the

method to collect data from the study sample. The results showed the following: there is availability of

strategic planning from the perspective of managers working in commercial banks in Gaza

Governorates relative weight 82.93%. Level of entrepreneurial characteristics available by 77.15% (self-

confidence, initiative, creativity, love of achievement, independence and responsibility, risk) and

strategic planning. Also, there were no statistically significant differences on the entrepreneurial

characteristics of workers in the commercial banks in Gaza Strip for a manager is attributable to the

following variables (gender, age, educational qualification). The study concluded a group of

recommendations including: The need for commercial banks to adopt strategic planning and apply it in

practice, as performance efficiency and good planning are important factors to achieve satisfying and

theoretical results for future leadership that supports orientation outputs and facilitate the process of

dealing with the environment around them.

The study of (Hawa, 2015) inspected the effect of customer orientation on customer satisfaction and to

examine the mediating effect of service quality in the relationship between customer orientation and

customer satisfaction at Pharmacy One in Jordan. The study population consisted of all the customers of

pharmacy one in its 41 branches located in Amman. The researcher choose a convenience sample

consisting of (248) customers who visit pharmacy one branches during the period of the study. In order

to achieve the aims of the study, a questionnaire was designed, consisting of (47) items so as to collect

data from the study sample. The Statistical Package for Social Sciences (SPSS) program and Amos

Program were used to analyze and examine the hypothesis. The results of this study stated that at level

(a ≤ 0.05) There is a significant statistical effect of customer orientation on customer satisfaction as well

as a significant statistical effect of service quality with its dimensions (Tangibility, Reliability,

Responsiveness, Assurance and Empathy) on customer satisfaction, in addition to a statistical significant

mediating effect of Service Quality on the relationship between customer orientation and customer

satisfaction at pharmacy one. The study recommends the following: putting the customer at the heart of

the concerns of the senior management in Pharmacy one, putting customers into account in future

Pharmacy one plans, keeping Continuous communication with customers through the preparation of

studies and scientific research, knowledge identification and meeting the needs of customers and to

consider that the customer acquisition is of a high value for Pharmacy one.

The study of (Alhaddrawi & Alkelabi, 2013) dealt with Entrepreneurial Orientation through three

dimensions (Innovation, risk taking and proactiveness) as an explanatory variable, and it deals with the

customer to recognize the service quality through its four dimensions (tangibility, reliability, response,

and security). The aim of this research is to spot the role of the Entrepreneurial Orientation in the

perception of the quality of customer service. The population the study is tourism (hotels) as well as a

sample of customers who visit these (hotels). The study sample was selected intentionally, as the

researcher have selected sample of (103) hotels out of the (230) Hotels. (80) Questionnaires were

recovered and considered valid with a recovery rate (34%).The research includes two assumptions to

test the relationship between correlation and impact of the research variables. Data was analyzed

through using statistical software (SPSS) program. The most important findings of the research is that

the hotels management was not in the required level therefore it led to a negative impact on matching

the expectations of the customers and this reflects the absence of a clear impact on the customer's

perception of the quality of service.


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8. Analytical approach

8.1 Methodology of the study

For analysing data, the descriptive analysis method is used by the researcher as a research methodology.

Descriptive analysis concentrates on describing the phenomenon, determining patterns in the data in order to

give answers to the questions of: who, what, where, when, and to what extent. It is considered basic for

almost every study as it offers what can be known about capacities, needs, methods, practices, policies,

populations, and settings in a way that is appropriate to a particular research question (Loeb et al., 2017).

The researcher depends on the poll and use main program Statistical Package for the Social Sciences (SPSS

25).

Initial Data The primary data was collected by using a questionnaire which was designed specifically for

the aims of this research. Many measurement tools ―questionnaires‖ used by other researcher were

translated, adopted, combined and modified to fit the purpose of this research ended up in developing one

English questionnaire that was translated into Arabic by the researcher then distributed to 250 respondents

to collect the primary data, the researcher retrieved 189 out of them.

Secondary data: Through the review of books and periodicals, special publications and scientific and

professional journals related to the subject of the study, and any references contribute to enrich the study in

a scientific way, and the researcher through the use of secondary sources in the study to identify the

foundations and methods of scientific studies in writing studies, Recent developments have occurred in

Field of study.

8.2 Study Population:

Research population represents the cases or group of members that the researcher studying (Saunders,

Lewis, & Thornhill, 2009). In the current study, the researcher focuses on the workers in 13 hotels in Gaza

Strip from all levels.

8.3 The study sample:

A sample of the sample was used by the researcher to verify the validity and stability of these tools. The

sample size was 30 workers. Because of the small number of the population, the researcher depend on a

comprehensive survey for the questionnaire distribution, and thus 250 questionnaires were distributed to the

research population and 189 questionnaires are received with response rate 75.6%.

8.4 Data Measurement:

In order to be able to select the appropriate method of analysis, the level of measurement must be

understood. For each type of measurement, there is/are an appropriate method/s that can be applied and not

others. In this research, scale 1-7 is used, where1 represents the highest degree of disagreement, and 7

represent the highest degree of agreement. The numbers assigned to the importance (1, 2, 3, ….., 7) do not

indicate that the interval between scales are equal, nor do they indicate absolute quantities, they are merely

numerical labels.

Table 1. Measurement Scale

Item Strongly

Disagree

Strongly

agree

Scale 1 2 3 4 5 6 7

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Source: Prepared by the authors.

Validity of the Questionnaire:

Validity is defined as" the degree to which any measuring instrument measures what it is proposed to

measure" (Thatcher, 2010). Table 2 clarifies the correlation coefficient for each field and the whole

questionnaire. The p-values (Sig.) are less than 0.05, so the correlation coefficients of all the fields are

significant at α = 0.05, so it can be said that the fields are valid to be measured what it was set for to achieve

the main aim of the study.

Table 2. Correlation coefficient of each field and the whole of questionnaire

No. Field Pearson Correlation

Coefficient

P-Value

(Sig.)

1. Risk Taking .735* 0.000

2. Innovativeness .797* 0.000

3. Reactiveness .787* 0.000

4. Competitive aggressiveness .729* 0.000

5. Autonomy .815* 0.000

Dimensions of entrepreneurial orientation .940* 0.000

1. Definition .850* 0.000

2. Sensitivity .972* 0.000

3. Measurement .882* 0.000

4. Implementation .798* 0.000

Dimensions of Customer orientation .948* 0.000

1. Tangible .931* 0.000

2. Reliability .947* 0.000

3. Responsiveness .905* 0.000

4. Empathy .922* 0.000

5. Assurance .931* 0.000

Dimensions of service quality .866* 0.000

Source: Authors’ calculations.

8.5 Reliability of the Research

The reliability of an instrument is the degree of consistency which measures the attribute; it is supposed to

be measuring (George & Mallery, 2006). The less variation an instrument produces in repeated

measurements of an attribute, the higher its reliability. Reliability can be equated with the stability,

consistency, or dependability of a measuring tool. The test is repeated to the same sample of people on two

occasions and then compares the scores obtained by computing a reliability coefficient (George & Mallery,

2006). To insure the reliability of the questionnaire, Cronbach’s Coefficient Alpha should be applied.

Table 3. Cronbach's Alpha for each field of the questionnaire

No. Field Cronbach's Alpha

1. Risk Taking 0.875

2. Innovativeness 0.884

3. Reactiveness 0.713

4. Competitive aggressiveness 0.780

5. Autonomy 0.904


3040

Dimensions of entrepreneurial orientation 0.927

1. Definition 0.755

2. Sensitivity 0.867

3. Measurement 0.891

4. Implementation 0.787

Customer orientation 0.943

1. Tangible 0.911

2. Reliability 0.916

3. Responsiveness 0.807

4. Empathy 0.836

5. Assurance 0.792

Dimensions of service quality 0.966

All items of the questionnaire 0.977


Table 3 shows the values of Cronbach's Alpha for each field of the questionnaire and the entire

questionnaire. For the fields, values of Cronbach's Alpha were in the range from 0.713 and 0.966. This

range is considered high; the result ensures the reliability of each field of the questionnaire. Cronbach's

Alpha equals 0.977 for the entire questionnaire which indicates an excellent reliability of the entire

questionnaire. The Thereby, it can be said that the researcher proved that the questionnaire was valid,

reliable, and ready for distribution for the population sample.

8.6 Test of normality

Table 4 shows the results for Kolmogorov-Smirnov test of normality. From Table 4, the p-value for each

variable is greater than 0.05 level of significance, and then the distributions for these variables are normally

distributed. Consequently, parametric tests should be used to perform the statistical data analysis.

Table 4. Kolmogorov-Smirnov test

Field Kolmogorov-Smirnov

Statistic P-value

Risk Taking 0.999 0.271

Innovativeness 0.899 0.394

Reactiveness 1.190 0.118

Competitive aggressiveness 0.711 0.693

Autonomy 1.271 0.079

Dimensions of entrepreneurial orientation 0.740 0.644

Definition 0.662 0.773

Sensitivity 0.935 0.346

Measurement 1.078 0.196

Implementation 0.949 0.329

Customer orientation 1.169 0.130

Tangible 1.169 0.137

Reliability 1.197 0.115

Responsiveness 1.226 0.099

Empathy 0.867 0.418

Assurance 1.289 0.072

Dimensions of service quality 0.804 0.429

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All items of the questionnaire 0.862 0.447


8.7 Statistical analysis Tools

The researcher used data analysis both qualitative and quantitative data analysis methods. The Data analysis

made utilizing (SPSS 25). The researcher utilizes the following statistical tools:

1) Kolmogorov-Smirnov test of normality.

2) Pearson correlation coefficient for validity.

3) Cronbach's Alpha for Reliability Statistics.

4) Frequency and Descriptive analysis.

5) Multiple Linear Regression Model.

6) One-sample T test.

7) Independent Samples T-test.

8) Analysis of Variance.

"Dimensions of entrepreneurial orientation”

Table 5 shows the mean of all items equals 4.95 (70.75%), Test-value = 13.30 and P-value =0.000 which is

smaller than the level of significance α = 0.05. The mean of all items is significantly different from the

hypothesized value 4. We conclude that the respondents agreed to all items of Dimensions of

entrepreneurial orientation. In general, it appears that the importance level of entrepreneurial orientation in

hotels operating in Gaza Strip is high (70.75%). This is due to the fact that hotels in Gaza Strip face

additional pressure of growing competition in the tourism market, we come to a conclusion that they must

double their efforts in order to improve their business, retain existing customers and acquire new ones.

Table 5. Means and Test values for "Dimensions of entrepreneurial orientation"

Item

Mea

n

S.D

Pro

po

rtio

nal

mea

n

(%)

Tes

t v

alu

e

P-v

alu

e

(Sig

.)

Ran

k

Risk Taking 4.46 1.43 63.64 4.36* 0.000 5

Innovativeness 5.48 1.24 78.31 16.46* 0.000 1

Reactiveness 5.35 1.12 76.49 16.60* 0.000 2

Competitive aggressiveness 4.92 1.19 70.24 10.60* 0.000 3

Autonomy 4.55 1.49 65.05 5.12* 0.000 4

All Items of Dimensions of entrepreneurial

orientation 4.95 0.98 70.75 13.30* 0.000


“Customer orientation"

Table 6 shows the mean of all items equals 5.26 (75.09%), Test-value = 15.67 and P-value =0.000 which is

smaller than the level of significance α = 0.05. The mean of all items is significantly different from the

hypothesized value 4. We conclude that the respondents agreed to all items of Customer orientation.

According to Nwankwo's framework (1995), which we adopted by many researches for analyzing customer

orientation of the hotels, he considered that the hotels have a high degree of customer orientation if their

results are above 75% for each individual determinant: definition, sensitivity, measurement and

implementation. The table shows that the lowest value is 70.94% for the category of measurement, which is


3042

a sign of an average degree of customer orientation while implementation is best rated with 82.21%. The

gained values point to the fact that the employees are well acquainted with the concept of customer

orientation, but they need to show a higher degree of measurement. In other words, they need to assume a

proactive approach to their customers. This is in accordance with Beech & Chadwick (2006) who stated that

employee training is a critical factor for successful business performance at strategic, operational and

individual levels. Training can also lead to an increase in the motivation of employees and their loyalty to

the organization for which they work, which positively influences customers' perception of the service

quality. It is also in accordance with (Hennig-Thurau (2004) who indicated that customer orientation of

service personnel is often regarded as the main determinant of success in service business.

Table 6. Means and Test values for ―Customer orientation"

Item

Mea

n

S.D

Pro

po

rtio

nal

mea

n

(%)

Tes

t v

alu

e

P-v

alu

e

(Sig

.)

Ran

k

Definition 5.28 1.19 75.43 14.80* 0.000 2

Sensitivity 5.11 1.23 72.93 12.31* 0.000 3

Measurement 4.97 1.42 70.94 9.31* 0.000 4

Implementation 5.75 1.16 82.21 20.77* 0.000 1

All Items of Customer orientation 5.26 1.10 75.09 15.67* 0.000


*The mean is significantly different from 4

“Dimensions of service quality"

Table 7 shows the mean of all items equals 6.00 (85.76%), Test-value = 25.46 and P-value =0.000

which is smaller than the level of significance α = 0.05. The mean of all items is significantly different from

the hypothesized value 4. We conclude that the respondents agreed to all items of Dimensions of service

quality. The table also shows that the assurance dimension has the highest mean attributed to the important

impact of culture assurance to formulate the type of services and determine the quality degree. Also it can be

attributed to the nature of hospitality industry where this industry is characterized by being a human industry

and cannot be an automated one in any case. In this sense, hotels deal with human beings who are

considered to be the most complex group when interacting over the life. Therefore, the previous clarification

justifies why assurance dimension got the highest mean.

Table 7. Means and Test values for ―Dimensions of service quality‖

Item

Mea

n

S.D

Pro

po

rtio

n

al

mea

n

(%)

Tes

t v

alu

e

P-v

alu

e

(Sig

.)

Ran

k

Tangible 5.92 1.25 84.58 20.97* 0.000 5

Reliability 5.93 1.32 84.75 20.08* 0.000 4

Responsiveness 6.08 1.07 86.85 26.69* 0.000 2

Empathy 5.98 1.14 85.42 23.77* 0.000 3

Assurance 6.12 1.14 87.40 25.58* 0.000 1

All Items of Dimensions of service quality 6.00 1.08 85.76 25.46* 0.000


*The mean is significantly different from 4

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Research Hypothesis

1. The first main hypothesis: There is a relationship of statistical significance at the level (a ≤ 0.05) of

significance between “Entrepreneurial Orientation and Customer Orientation" and Service

Quality in Hotels in Gaza Strip.

To test this hypothesis, the Pearson correlation coefficient was used, and the following tables illustrate this:

Table 8 shows that the correlation coefficient between entrepreneurial orientation and service quality equals

0.623 and the p-value (Sig.) equals 0.000. The p-value (Sig.) is less than 0.05, so the correlation coefficient

is statistically significant at α = 0.05. We conclude there exists a significant relationship between

entrepreneurial orientation and service quality. This result is natural since adopting an organization (a hotel)

to the entrepreneurial orientation increases its capacity to influence the customers through delivering a very

high service quality. This result is consistent with Hernández (2016) study which confirmed that

entrepreneurial orientation positively affects performance of the hotels and that quality certification has a

moderating effect. This result is inconsistent with Alhaddrawi & Alkelabi (2013) study which stated that

the hotels management was not in the required level therefore it led to a negative impact on matching the

expectations of the customers and this reflects the absence of a clear impact on the customer's perception of

the quality of service.

Table 8. Correlation coefficient between entrepreneurial orientation and service quality

Pearson Correlation

Coefficient

P-Value

(Sig.)

Relationship between Risk Taking and Service Quality .274* 0.000

Relationship between Innovativeness and Service Quality .654* 0.000

Relationship between Reactiveness and Service Quality .613* 0.000

Relationship between Competitive aggressiveness and Service Quality .373* 0.000

Relationship between Autonomy and Service Quality .475* 0.000

Relationship between entrepreneurial orientation and service quality .623* 0.000


* Correlation is significant at the 0.05 level

Table 9 shows that the correlation coefficient between customer orientation and service quality equals 0.684

and the p-value (Sig.) equals 0.000. The p-value (Sig.) is less than 0.05, so the correlation coefficient is

statistically significant at α = 0.05. We conclude there exists a significant relationship between customer

orientation and service quality. These results are logical because concentrating on service quality is critical

to the success of any organization especially hotels as it affects customer satisfaction, influences the

customer behavior and, ultimately, the profitability of the organization. The result is consistent with

Mokhtaran & Komeilian (2016) study which confirmed that customer orientation has a significant positive

effect on customer relationship management and service quality. In the same context, (Grönroos 2003) study

which stated that With the noticeable growing of competitiveness, it is increasingly vital for the hotel

industry to focus on quality to provide excellent service in order to improve the experience and build

customer loyalty, seeking ways to add value to its services. White et al. (2010) also pointed out that the

service quality is a major determinant affecting customer orientation of services. Nóbrega (2009) stated that

consumer orientation would be the basis for development and delivery of high quality services. According

to Henning-Thurau et al. (2002) one should expect that customer orientation plays an important role in

terms of economic success for service companies. In her hypothesis, Bellou (2009) raises the positive


3044

relationship between customer orientation, learning orientation and the quality of service delivered to

patients in a hospital. He mentioned that this result is explained due to the sharp competition existing, which

forced the organizations to provide high quality of service to the customers; which is crucial to the

organization’s performance. The organizations must believe that understanding and satisfying the need of

both employees and customers will eventually enhance the level of service quality, and when the employees

realize that their organization sets the customer needs as a priority, they are more likely to do their best in

order to provide care of high quality

Table9. Correlation coefficient between customer orientation and service quality

Pearson Correlation

Coefficient

P-Value

(Sig.)

Relationship between Definition and Service Quality .652* 0.000

Relationship between Sensitivity and Service Quality .572* 0.000

Relationship between Measurement and Service Quality .462* 0.000

Relationship between Implementation and Service Quality .792* 0.000

Relationship between customer orientation and service quality .684* 0.000


* Correlation is significant at the 0.05 level

2. The second main hypothesis: There is a statistically significant effect at the level 05.0 of

indication of the entrepreneurial orientation and directing customers on the quality of service in

the hotels operating in Gaza Strip.

To test this hypothesis, the Multiple Linear Regression Model was used, and the following table illustrates

this:

The Multiple correlation coefficient R =0.838 and R-Square = 0.703. This means 70.3% of the variation

in level of quality of service is explained by all of the independent variables together " Risk Taking,

Innovativeness, Reactiveness, Competitive aggressiveness, Autonomy, Definition, Sensitivity,

Measurement and Implementation"

The Analysis of Variance for the regression model. F=46.465, p-value (Sig.) less than 0.05, so there is a

significant relationship between the dependent variable quality of service and the independent variables

―Risk Taking, Innovativeness, Reactiveness, Competitive aggressiveness, Autonomy, Definition,

Sensitivity, Measurement and Implementation ".

For the variable ―Risk Taking ", the t-test =-1.500, the P-value (Sig.) more than 0.05, hence this variable

is statistically in significant. Then there is in significant effect of the variable risk taking on quality of

service. The result is consistent with (Alhaddrawi & Alkelabi, 2013) study which stated that there is no

significant impact of risk taking on the customer's perception of the quality of service. But it is in

consistent with Hernández (2016) study which affirmed strictly that entrepreneurial orientation (risk

taking) positively affects performance of the hotels and that quality certification has a moderating effect:

in certified hotels, entrepreneurial orientation has a greater effect on performance than in non-certified

hotels.

For the variable ―Innovativeness ", the t-test =-1.478, the P-value (Sig.) more than 0.05, hence this

variable is statistically in significant. Then there is in significant effect of the variable innovativeness on

quality of service. The result is consistent with (Alhaddrawi & Alkelabi, 2013) study which stated that

there is no significant impact of innovativeness on the customer's perception of the quality of service.

But it is in consistent with Hernández (2016) study which affirmed strictly that entrepreneurial

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orientation (innovativeness) positively affects performance of the hotels and that quality certification has

a moderating effect: in certified hotels, entrepreneurial orientation has a greater effect on performance

than in non-certified hotels.

For the variable ―Reactiveness ", the t-test =3.020, the P-value (Sig.) less than 0.05, hence this variable is

statistically significant. Since the sign of the test is positive, then there is significant positive effect of the

variable reactiveness on quality of service. The result is in consistent with (Alhaddrawi and Alkelabi,

2013) study which stated that there is no significant impact of reactiveness on the customer's perception

of the quality of service. Also it is consistent with (Hernández, 2016) study which affirmed strictly that

entrepreneurial orientation (reactiveness) positively affects performance of the hotels and that quality

certification has a moderating effect: in certified hotels, entrepreneurial orientation has a greater effect on

performance than in non-certified hotels.

For the variable ―Competitive aggressiveness ", the t-test =1.800, the P-value (Sig.) less than 0.05, hence

this variable is statistically significant. Since the sign of the test is positive, then there is significant

positive effect of the variable competitive aggressiveness on quality of service. This result is consistent

with (Dess and Lumpkin, 2005) study which mentioned that entrepreneurial organizations that

aggressively enhance competence and vigorously exploit market opportunities may be inclined to

achieve above average performance. Also it is consistent with (Hernández, 2016) study which affirmed

strictly that entrepreneurial orientation (competitive aggressiveness) positively affects performance of the

hotels and that quality certification has a moderating effect: in certified hotels, entrepreneurial orientation

has a greater effect on performance than in non-certified hotels.

For the variable "Autonomy", the t-test =1.787, the P-value (Sig.) less than 0.05, hence this variable is


variable Autonomy on quality of service. Also it is consistent with (Hernández, 2016) study which

affirmed strictly that entrepreneurial orientation (autonomy) positively affects performance of the hotels

and that quality certification has a moderating effect: in certified hotels, entrepreneurial orientation has a

greater effect on performance than in non-certified hotels.

For the variable ―Definition", the t-test =2.760, the P-value (Sig.) less than 0.05, hence this variable is


variable definition on quality of service. This result is consistent with Hawa (2015) study which stated

that there is a significant statistical effect of customer orientation (definition) on service quality at

pharmacy one at level (a ≤ 0.05). It is also consistent with (Ooi, et al., 2011) and Anosike & Eid (2011)

who found a significant and positive relationship between customer orientation (definition) and service

quality. It also agrees with the results of Bellou (2010) results who found that the extent to which

employees create and use knowledge and focus on satisfying the needs of both internal customers is

indicative of the quality of service provided.

- For the variable ―Sensitivity", the t-test =-0.596, the P-value (Sig.) more than 0.05, hence this variable is

statistically in significant. Then there is in significant effect of the variable sensitivity on quality of

service. This result is in consistent with (Hawa, 2015) study which stated that there is a significant

statistical effect of customer orientation (sensitivity) on service quality at pharmacy one at level

(a≤0.05). It is also in consistent with (Ooi, et al., 2011) and Anosike & Eid (2011) who found a

significant and positive relationship between customer orientation (sensitivity) and service quality. It

also agrees with the results of Bellou (2010) results who found that the extent to which employees

create and use knowledge and focus on satisfying the needs of both internal customers is indicative of

the quality of service provided.

- For the variable ―Measurement", the t-test =-0.978, the P-value (Sig.) more than 0.05, hence this

variable is statistically in significant. Then there is in significant effect of the variable measurement on


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quality of service. This result is in consistent with Hawa (2015) study which stated that there is a

significant statistical effect of customer orientation (measurement) on service quality at pharmacy one at

level (a ≤ 0.05). It is also in consistent with (Ooi, et al., 2011) and Anosike & Eid (2011) who found a

significant and positive relationship between customer orientation (measurement) and service quality. It

also agrees with the results of Bellou (2010) results who found that the extent to which employees

create and use knowledge and focus on satisfying the needs of both internal customers is indicative of

the quality of service provided.

- For the variable ―Implementation", the t-test =8.812, the P-value (Sig.) less than 0.05, hence this

variable is statistically significant. Since the sign of the test is positive, then there is significant positive

effect of the variable implementation on quality of service. This result is consistent with (Hawa, 2015)

study which stated that there is a significant statistical effect of customer orientation (implementation)

on service quality at pharmacy one at level (a ≤ 0.05). It is also consistent with (Ooi, et al., 2011) and

Anosike & Eid (2011) who found a significant and positive relationship between customer orientation

(implementation) and service quality. It also agrees with the results of Bellou (2010) results who found

that the extent to which employees create and use knowledge and focus on satisfying the needs of both

internal customers is indicative of the quality of service provided.

- In addition, based on the P-value (Sig.), the most significant independent variable is Implementation,

then Reactiveness, then Definition, then Competitive aggressiveness, then Autonomy, then Risk Taking,

Innovativeness, Measurement and Sensitivity.

Table 10. Result of multiple linear regression analysis

Variable B T Sig. R R-Square F Sig.

(Constant) 1.312 5.029 0.000

.838 0.703 46.465** 0.000

Risk Taking -0.058 -1.500 0.135

Innovativeness 0.090 1.478 0.141

Reactiveness 0.189 3.020 0.003

Competitive aggressiveness 0.091 1.800 0.032

Autonomy 0.083 1.787 0.038

Definition 0.180 2.760 0.006

Sensitivity -0.047 -0.596 0.552

Measurement -0.058 -0.978 0.330

Implementation 0.538 8.812 0.000


* The variable is statistically significant at 0.05 level

* * The relationship is statistically significant at 0.05 level

3. The third hypothesis: There are statistically significant differences at the level of (a ≤ 0.05) in the

responses of the respondents about (The Effect of Entrepreneurial Orientation and Customer

Orientation on Service Quality in Hotels in Gaza Strip) due to the following demographic

variables (gender, age, level of education and experience).

To test this hypothesis, the Independent Samples T-test and Analysis of Variance (ANOVA) was used, and

the following table illustrates this:

This hypothesis can be divided into the following sub-hypotheses:

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There are statistically significant differences at the level of (a ≤ 0.05) in the responses of the

respondents about (The Effect of Entrepreneurial Orientation and Customer Orientation on Service

Quality in Hotels in Gaza Strip) due to gender.

Table 11shows that the p-value (Sig.) is greater than the level of significance = 0.05 for each field, then

there is in significant difference among the respondents toward each field due to gender. We conclude that

the gender has no effect on each field. This result is consistent with (Mutuku, 2016) study which stated that

the distinction between the percentages of males and females (55% of the respondents were male and 45%

of them were female) is not sufficiently huge to impact the outcomes of the study. It is also consistent with

(Mussada, 2000) study and (El-Safadi et al., 2011) study which mentioned that there are no statistically

significant differences at the level of (a ≤ 0.05) on the quality of the services provided by the Palestinian

Telecommunications Company from the employees point of view for the gender.

Table 11. Independent Samples T-test of the fields and their p-values for gender

No. Field Means

Test Value Sig. Female Male

1. Risk Taking 4.52 3.79 1.860 0.079

2. Innovativeness 5.50 5.31 0.495 0.627

3. Reactiveness 5.39 5.00 1.219 0.238

4. Competitive aggressiveness 4.93 4.78 0.446 0.660

5. Autonomy 4.56 4.51 0.114 0.910

Dimensions of entrepreneurial orientation 4.98 4.67 1.098 0.286

1. Definition 5.34 4.70 1.780 0.092

2. Sensitivity 5.14 4.72 1.317 0.204

3. Measurement 4.96 5.05 -0.240 0.813

4. Implementation 5.79 5.44 0.929 0.365

Dimensions of Customer orientation 5.29 4.95 1.019 0.322

1. Tangible 5.97 5.41 1.419 0.173

2. Reliability 6.00 5.24 1.517 0.148

3. Responsiveness 6.12 5.72 1.258 0.224

4. Empathy 6.05 5.22 2.030 0.058

5. Assurance 6.18 5.45 1.865 0.079

Dimensions of service quality 6.06 5.40 1.766 0.095

All items of the questionnaire 5.43 5.01 1.378 0.185




Quality in Hotels in Gaza Strip) due to age.

Table 12 shows that the p-value (Sig.) is smaller than the level of significance = 0.05 for the fields

―Assurance and Dimensions of service quality‖ then there is significant difference among the respondents

toward this field due to age. We conclude that the personal characteristics’ age has an effect on this field.

For the other fields, the p-value (Sig.) is greater than the level of significance = 0.05, then there is

insignificant difference among the respondents toward these fields due to age. We conclude that the

personal characteristics’ age has no effect on the other fields. This result is consistent with (Mutuku, 2016)


3048

study which stated that dominant part (57.1%) among the respondents were 26-35 years old and the

difference in age has no effect on the results of the study.

Table 12. ANOVA test of the fields and their p-values for age

No. Field

Means Test

Value Sig. 18 – less

than 25

25 – less

than 35

35 or

above

1. Risk Taking 4.57 4.42 4.41 0.186 0.830

2. Innovativeness 5.41 5.48 5.56 0.184 0.832

3. Reactiveness 5.22 5.39 5.42 0.434 0.649

4. Competitive aggressiveness 4.96 4.87 4.97 0.158 0.854

5. Autonomy 4.57 4.54 4.56 0.006 0.994

Dimensions of entrepreneurial orientation 4.94 4.94 4.99 0.038 0.963

1. Definition 5.28 5.29 5.25 0.023 0.978

2. Sensitivity 4.93 5.17 5.15 0.613 0.543

3. Measurement 4.80 5.04 4.98 0.451 0.638

4. Implementation 5.63 5.77 5.85 0.435 0.648

Dimensions of Customer orientation 5.14 5.30 5.29 0.358 0.700

1. Tangible 5.71 5.86 6.26 2.535 0.082

2. Reliability 5.88 5.78 6.30 2.568 0.079

3. Responsiveness 5.97 5.99 6.36 2.169 0.117

4. Empathy 5.81 5.93 6.27 2.096 0.126

5. Assurance 6.06 5.95 6.53 4.416* 0.013

Dimensions of service quality 5.88 5.90 6.34 3.114* 0.047

All items of the questionnaire 5.31 5.37 5.52 0.599 0.550


* The mean difference is significant a 0.05 level



Quality in Hotels in Gaza Strip) due to level of education.

Table 13 shows that the p-value (Sig.) is smaller than the level of significance = 0.05 for the field

―Risk Taking‖, then there is significant difference among the respondents toward this field due to level of

education. We conclude that the personal characteristics’ level of education has an effect on this field. For

the other fields, the p-value (Sig.) is greater than the level of significance = 0.05, then there is

insignificant difference among the respondents toward these fields due to level of education. We conclude

that the personal characteristics’ level of education has no effect on the other fields. This result is consistent

with (Mutuku, 2016) study which stated that the respondents were educated and could give valid and

reliable information based on their level of understanding on issues relating to entrepreneurial orientation of

five star hotels in Nairobi, Kenya. It is also consistent with El-Safadi, Shehada, Wasef, Shehada, and

Habayeb (2011) study which mentioned that there are no statistically significant differences at the level of (a

≤ 0.05) on the quality of the services provided by the Palestinian Telecommunications Company from the

employees’ point of view for the educational level variable. On the other side, it is in consistent with the

outcomes of (Mussada, 2000) study which stated that there was a statistically significant difference for each

variable: job title, level of education and years of experience.

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Table 13. ANOVA test of the fields and their p-values for level of education

No. Field

Means

Test

Value Sig.

High

school or

less

Junior

college

Bachelor’s

degree and

more

1. Risk Taking 4.76 4.67 4.15 3.625* 0.029

2. Innovativeness 5.29 5.69 5.42 1.475 0.231

3. Reactiveness 5.24 5.53 5.28 1.116 0.330


5. Autonomy 4.85 4.71 4.30 2.482 0.086


1. Definition 5.42 5.33 5.18 0.633 0.532

2. Sensitivity 5.14 5.14 5.07 0.079 0.924

3. Measurement 5.13 4.97 4.89 0.386 0.680

4. Implementation 5.55 5.97 5.70 1.764 0.174


1. Tangible 5.84 6.00 5.90 0.203 0.817

2. Reliability 5.74 6.04 5.95 0.656 0.520

3. Responsiveness 6.04 6.27 5.96 1.486 0.229

4. Empathy 5.85 6.07 5.97 0.450 0.638

5. Assurance 6.03 6.29 6.04 1.065 0.347

Dimensions of service quality 5.90 6.13 5.96 0.646 0.525






Quality in Hotels in Gaza Strip) due to level of experience.

Table 14 shows that the p-value (Sig.) is smaller than the level of significance = 0.05 for the fields

―Reactiveness, Empathy and Dimensions of service quality‖ then there is significant difference among the

respondents toward this field due to experience. We conclude that the personal characteristics’ experience

has an effect on this field. This result is consistent with the outcomes of (Mussada, 2000) study which stated

that there was a statistically significant difference for each variable: job title, level of education and years of

experience. For the other fields, the p-value (Sig.) is greater than the level of significance = 0.05, then

there is insignificant difference among the respondents toward these fields due to experience. We conclude

that the personal characteristics’ experience has no effect on the other fields. This result is consistent with

(Mutuku, 2016) study which stated that the respondents were at their current jobs long enough to be aware

of the connection amid entrepreneurial orientation and Performance of five star hotels in Nairobi, Kenya.

Table 14. ANOVA test of the fields and their p-values for experience

No. Field

Means

Test

Value Sig. Less than

5 years

From5

years to

less than

10 years

10 years or

more


3050

1. Risk Taking 4.46 4.61 4.10 1.393 0.251

2. Innovativeness 5.36 5.75 5.25 2.605 0.077

3. Reactiveness 5.14 5.68 5.26 4.714* 0.010


5. Autonomy 4.77 4.50 4.06 2.872 0.059


1. Definition 5.25 5.50 4.89 2.944 0.055

2. Sensitivity 5.12 5.27 4.73 2.080 0.128

3. Measurement 5.07 5.01 4.59 1.412 0.246

4. Implementation 5.72 5.89 5.57 0.881 0.416


1. Tangible 5.75 6.21 5.78 2.839 0.061

2. Reliability 5.90 6.16 5.54 2.447 0.089

3. Responsiveness 5.99 6.31 5.83 2.811 0.063

4. Empathy 5.81 6.30 5.79 4.182* 0.017

5. Assurance 5.96 6.39 5.99 2.947 0.055

Dimensions of service quality 5.87 6.27 5.79 3.419* 0.035




9. The study results

The results revealed that there exists a significant relationship between entrepreneurial orientation

and service quality.

The results revealed that there exists a significant relationship between customer orientation and

service quality.

The results showed that there is a significant relationship between the dependent variable quality of

service and the independent variables ―Risk Taking, Innovativeness, Reactiveness, Competitive

aggressiveness, Autonomy, Definition, Sensitivity, Measurement and Implementation ".

There are statistically in significant differences at the level of (a ≤ 0.05) in the responses of the


Quality in Hotels in Gaza Strip) due to gender.


respondents for the fields ―Assurance and Dimensions of service quality‖ due to age.


insignificant difference among the respondents toward these fields due to age.

Results showed that the p-value (Sig.) is smaller than the level of significance = 0.05 for the field

―Risk Taking‖, then there is significant difference among the respondents toward this field due to

level of education. We conclude that the personal characteristics’ level of education has an effect on

this field.


insignificant difference among the respondents toward these fields due to level of education. We

conclude that the personal characteristics’ level of education has no effect on the other fields

Results showed that the p-value (Sig.) is smaller than the level of significance = 0.05 for the fields

―Reactiveness, Empathy and Dimensions of service quality‖ then there is significant difference

among the respondents toward this field due to experience. We conclude that the personal

characteristics’ experience has an effect on this field.


insignificant difference among the respondents toward these fields due to experience. We conclude

that the personal characteristics’ experience has no effect on the other fields.

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10. Recommendations

It is recommended for the management of hotels to recruit its employees from the graduates of tourism

and professional colleges in order to improve the quality of hotel services in the Gaza Strip.

Hotels should concentrate on tourism marketing through advertising on TV channels, radio and

newspapers to promote tourism in hotels.

In hotels, it is preferable to conduct training courses for administration and operational departments in

order to improve their skills and capabilities.

It is good for hotels to conduct marketing and quality surveys from time to time to effectively recognize

the main customers’ desires and determine the main markets segments to cover customers’ desires and

needs effectively.

Hotels ought to have an ingrained Customer-Management and entrenched data frameworks since this

would specifically figure out if the customers return again or not.

The enrollment of employees should not be just in light of their scholastic capabilities but rather

additionally their talents and personal capabilities to be considered and this would make the

representative accomplish self-realization as the organization develops.

It is important for hotels to reinforce the delegation concept especially when formulating strategies and

developing the organizational structure.

It is recommended to support the role of female in the hospitality industry by spreading the tourism and

hospitality awareness and highlighting the role of female in this industry as it doesn't contradict with

traditions and customs.

It is recommended to activate the role of Ministry of Tourism in establishing and developing rules and

regulations to maintain and monitor the level of quality in the hotels operating in Gaza Strip.

The government should encourage the investments in the hotel sector in Gaza Strip through tax

exemption or tax cuts.

Since Most of hotels are currently concentrated in Gaza city, it is necessary for the government to

encourage the distribution of hotels equally in the governorate of Gaza and Strip through reducing the

taxes or giving free license to new investors in the areas of South, north and middle of Gaza Strip.

It is recommended to design a capacity building program targeting the tourism and hotels cadre to

improve the quality services in hotels in Gaza.

It is recommended to develop quality control unit for hotels to monitor and evaluate the provided quality

or allocate a specific person to be responsible for quality control.


3052

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