La paradoja de los grandes eventos: analizando el comportamiento de la industria hotelera en la ciudad de Río de Janeiro durante y después de los Juegos Olímpicos

Russo, Eduardo; Figueira, Ariane Cristine Roder

Eduardo Russo E-mail: eduardo.russo@coppead.ufrj.br

Instituto de Pós Graduação e Pesquisa em Administração da Universidade Federal do Rio de Janeiro (COPPEAD/UFRJ), Rio de Janeiro, RJ, Brazil.

Eduardo Russo de Almeida da Silva Doutorando em Administração de Empresas pelo Instituto de Pós Graduação e Pesquisa em Administração da Universidade Federal do Rio de Janeiro. Pesquisador do Centro de Estudos em Negócios Internacionais (CENI-COPPEAD). Contributions: participou da concepção da pesquisa, revisão da literatura, coleta de dados, análise de dados, e discussão dos resultados.

http://orcid.org/0000-0003-3094-9244

Ariane Cristine Roder Figueira E-mail: ariane.roder@coppead.ufrj.br

Instituto de Pós Graduação e Pesquisa em Administração da Universidade Federal do Rio de Janeiro (COPPEAD/UFRJ), Rio de Janeiro, RJ, Brazil.

Ariane Cristine Roder Figueira Professora Associada do Instituto de Pós Graduação e Pesquisa em Administração da Universidade Federal do Rio de Janeiro. Coordenadora do Centro de Estudos em Negócios Internacionais (CENI-COPPEAD). Contributions: participou da concepção da pesquisa, análise de dados, e discussão dos resultados.

http://orcid.org/0000-0002-2900-3040

Eduardo Russo de Almeida da Silva

Doutorando em Administração de Empresas pelo Instituto de Pós Graduação e Pesquisa em Administração da Universidade Federal do Rio de Janeiro. Pesquisador do Centro de Estudos em Negócios Internacionais (CENI-COPPEAD).

Contributions: participou da concepção da pesquisa, revisão da literatura, coleta de dados, análise de dados, e discussão dos resultados.

E-mail: eduardo.russo@coppead.ufrj.br

Ariane Cristine Roder Figueira

Professora Associada do Instituto de Pós Graduação e Pesquisa em Administração da Universidade Federal do Rio de Janeiro. Coordenadora do Centro de Estudos em Negócios Internacionais (CENI-COPPEAD).

Contributions: participou da concepção da pesquisa, análise de dados, e discussão dos resultados.

E-mail: ariane.roder@coppead.ufrj.br

Editor:

Glauber Eduardo de Oliveira Santos.

Concepts	Description	Authors
Institutional Environment	Formed by formal and informal institutions, and its regulatory, normative and cultural-cognitive pillars that defines the "rules of the games" and can determine the more or less attractiveness to the economic activity in certain markets.	Williamson (1985)Williamson, O. (1985). The Economic Institutions of Capitalism. New York: Free Press.; North (1990)North, D. (1990). Institutions, Institutional Change, and Economic Performance. New York: Cambridge University Press.; Scott (1995Scott, W. (1995). Institutions and Organizations. Thousand Oaks: Sage., 2001)Scott, W. (2001). Institutions and organizations: ideas and interests. Thousand Oaks: Sage.; Peng (2006)Peng, M. (2006). Global Strategy. Cincinnati: South-Western Thomson.; Mathews (2006)Mathews, J. (2006). Dragon multinationals: new players in 21st century globalization. Asia Pacific Journal of Management. 23(1), 5-27. https://doi.org/10.1007/s10490-006-6113-0 https://doi.org/10.1007/s10490-006-6113-... ; Cuervo-Cazurra (2016)Cuervo-Cazurra, A. (2016). Multilatinas as sources of new research insights: The learning and escape drivers of international expansion. Journal of Business Research. 69, 1963–1972. https://doi.org/10.1016/j.jbusres.2015.10.142 https://doi.org/10.1016/j.jbusres.2015.1... ; *Bruton et al. (2014)*Bruton, G; Lau, C; Obloj, K. (2014). Institutions, resources and firm strategies: a comparative analysis of entrepreneurial firms in three transitional economies. European Journal of International Management. 8(6), 697-720. https://doi.org/10.1504/EJIM.2014.064905 https://doi.org/10.1504/EJIM.2014.064905... .
Political Risk	Corresponds to the level of market reliability based on the actions of the local government. This would be one of the main determinants for the perception of institutional distance by the entrepreneur.	*De Villa et al. (2018)De Villa, M; Rajwani, T; Lawton, T; Mellahi, K. (2018). To engage or not to engage with host governments: Corporate political activity and host country political risk. Global Strategy Journal. 9(2), 1-35. https://doi.org/10.1002/gsj.1205 https://doi.org/10.1002/gsj.1205... ; Oliver and Holzinger, (2008)*Oliver, C; Holzinger, I. (2008). The effectiveness of strategic regulatory management: A dynamic capabilities framework. Academy of Management Review. 33, 496–520. https://doi.org/10.5465/amr.2008.31193538 https://doi.org/10.5465/amr.2008.3119353...
Incentives and Constraints	Related to the behavior of the institutions on a given nation capable to create incentives or contraints with tax and normative incentives or bureaucracy and corruption that can influence the market attractiveness in different ways.	Adams, Régibeaue and Rockett, (2014)Adams, L; Regibeau, P; Rockett, K. (2014). Incentives to create jobs: Regional subsidies, national trade policy and foreign direct investment. Journal of Public Economics. 111, 102–119. https://doi.org/10.1016/j.jpubeco.2013.12.015 https://doi.org/10.1016/j.jpubeco.2013.1... ; Vézina (2010)Vézina, P. (2010). Race-to-the-bottom tariff cutting. Graduate Institute of International and Development Studies. Working Paper. Retrieved from: https://www.econstor.eu/handle/10419/77418 https://www.econstor.eu/handle/10419/774... ; Tavares-Lehmann (2016)Tavares-Lehmann, A. (2016). Types of Investment Incentives. In Tavares-Lehmann, A; Toledano, P; Johnson, L; Sachs, L. (Eds.), Rethinking Investment Incentives. New York: Columbia University Press.
Foreign Direct Investment	This type of investment is characterized by the capital contribution of foreign companies in a given market. The factors described above tend to determine the levels of direct investment in a country or region.	Weeler and Mody (1991); Buckley and Ghauri (2015)Buckley, P; Pervez Ghauri, P. (2015). International Business Strategy: Theory and Practice. London: Routledge.
Foreign Market Entry Modes	Entry modes are the ways in which it is possible for companies to start their business in other markets and may envolve lower or higher levels of resource commitment and control over operations.	Farok and Sumit (1998)Farok, J; Sumit, K. (1998). Modal Choice in a World of Alliances: Analyzing Organizational Forms in the International Hotel Sector. Journal of International Business Studies. 29(2), 325-356. https://doi.org/10.1057/palgrave.jibs.8490039 https://doi.org/10.1057/palgrave.jibs.84... ; Pla-Barber et al. (2011); Andreu, Claver and Quer (2017); Aliouche and Schlentrich (2010)Aliouche, E; Schlentrich, U. (2010). A Model of Optimal International Market Expansion: The Case of US Hotel Chains Expansion into China. New Developments in the Theory of Networks. 135-154. https://doi.org/10.1007/978-3-7908-2615-9_9 https://doi.org/10.1007/978-3-7908-2615-... ; *Alon et al. (2012)*Alon, I; Ni, L; Wang, Y. (2021). Examining the determinants of hotel chain expansion through international franchising. International Journal of Hospitality Management. 21(2), 379-386. https://doi.org/10.1016/j.ijhm.2011.06.009 https://doi.org/10.1016/j.ijhm.2011.06.0...
Hotel Industry Investment Choices	Has to do with the investment pattern observed in the hotel industry, which in recent years has adopted less risky options in addition to the presence of large real estate investment funds with diverse capital origins.	Cypriano and Gándara (2011)Cypriano, P; Gândara, J. (2011) Renovação hoteleira em Salvador: estratégias de diversificação, inovação e competitividade. Alicante: Universidad de Alicante, Instituto Universitario de Investigaciones Turísticas.; Canteras (2009)Canteras, D (2009). Brazilian Hotels and Global Recession. Retrieved from: https://www.hotelnewsresource.com/article36927.html https://www.hotelnewsresource.com/articl... ; Boyen and Ogasavara (2013)Boyen, M; Ogasavara, M. (2014). Internationalization patterns of multinational lodging firms in Brazil. Tourism and Hospitality Research. 13(4), 181-200. https://doi.org/10.1177/1467358414525623 https://doi.org/10.1177/1467358414525623... ; Contractor and Kundu (1998)Contractor, F; Kundu, S. (1998). Modal choice in a world of alliances: analyzing organizational forms in the international hotel sector. Journal of International Business Studies. 29(2), 325–358. https://doi.org/10.1057/palgrave.jibs.8490039 https://doi.org/10.1057/palgrave.jibs.84... ; Markunas (2016)Markunas, J. (2016). Brazil Hotel Industry 2016 and Beyond. Retrieved from: http://www.hospitalityadvance.com/brazil-hotel-Industry-snapshot.pdf http://www.hospitalityadvance.com/brazil...
Strategic Planning	These are designed and planned business actions using tested models that bring greater reliability and predictability to the investment decision.	Cavusgil, Knight and Resenberger, (2009)Cavusgil, T; Knight, G; Resenberger, J. (2009). Negócios Internacionais: Estratégia, Gestão e Novas Realidades. London: Pearson.; Kotler and Keller (2007)Kotler, P; Keller, K. (2007) Administração de Marketing. London: Pearson.
Mega events and Tourism	Has to do with the positive correlation found between hosting mega sporting events and the national and international tourism arrivals. The impacts on tourism generated by the destination image can often be seen as part of the event's intangible legacy.	Hall, (1994)Hall, C. (1994). Hallmark tourist events: Impacts, management and planning. London: Bellhaven Press.; Preuss, (2004); Solberg and Preuss, (2006)Solberg, H; Preuss, H. (2006). Major sport events and long-term tourism impacts. Journal of Sport Management. 21, 215-236. https://doi.org/10.1123/jsm.21.2.213 https://doi.org/10.1123/jsm.21.2.213... ; Singh and Zhou (2015)Singh, N; Zhou, H. (2015). Transformation of Tourism in Beijing after the 2008 Summer Olympics: An Analysis of the Impacts in 2014. International Journal of Tourism Research. 18(4), 277-285. https://doi.org/10.1002/jtr.2045 https://doi.org/10.1002/jtr.2045... ; Rocha and Fink (2017)Rocha, C; Fink, J. (2017). Attitudes toward attending the 2016 Olympic Games and visiting Brazil after the games. Tourism Management Perspectives. 22, 17-26. https://doi.org/10.1016/j.tmp.2017.01.001 https://doi.org/10.1016/j.tmp.2017.01.00... ; Fourie and Santana-Gallego, (2011)Fourie, J; Santana-Gallegob, M. (2011). The impact of mega-sport events on tourist arrivals. Tourism Management. 32(6), 1364-1370. https://doi.org/10.1016/j.tourman.2011.01.011 https://doi.org/10.1016/j.tourman.2011.0...

No.	Position		Pages Transcribed	Time	Total
Group 1 - Hotel Brands
R01	Account Manager	Accor Hotels	21	59min
R02	Account Manager	Best Western Hotels & Resorts	15	42min
R03	Head of Reception	Best Western Hotels & Resorts	17	47min
R06	CEO Brazil	Golden Tulip Hotels	17	1h06min
R07	HR Consultant	Marriott Hotels	04	E-mail
R08	Corporate Manager	Othon Hotels	08	53min
R16	Reception Manager	Venit + Mio Hotel	14	43min
R17	Account Manager	Windsor Hotels	17	47min
Group 2 - Support Agencies
R04	Vice-President	Brazilian Hotels Association	16	1h01min
R05	Business Development Coordinator	Federation of Industries of the State of Rio de Janeiro	18	59min
R09	Accomodations Director	Rio 2016 Organizing Committee	18	50min
R10	Commercial Director	Rio Convention and Visitors Bureau	19	1h02min
R11	Public-Private Partnerships Project Manager	Rio de Janeiro City Hall	17	55min
R12	Subsecretary of the Civil House	Rio de Janeiro City Hall	11	1h07min
R13	Project Management Analyst	Rio de Janeiro City Hall	15	57min
R14	Business Inteligence Director	Rio Investment Agency	23	1h28min
R15	Agreements Coordinator	Secretary of State for Sport, Leisure and and Youth	04	E-mail
Total/Average			254	57min	17

[1] Eduardo Russo de Almeida da Silva

Doutorando em Administração de Empresas pelo Instituto de Pós Graduação e Pesquisa em Administração da Universidade Federal do Rio de Janeiro. Pesquisador do Centro de Estudos em Negócios Internacionais (CENI-COPPEAD).

Contributions: participou da concepção da pesquisa, revisão da literatura, coleta de dados, análise de dados, e discussão dos resultados.

Brasil

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La paradoja de los grandes eventos: analizando el comportamiento de la industria hotelera en la ciudad de Río de Janeiro durante y después de los Juegos Olímpicos

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