Managing complexity for competitive advantage: an IT perspective

Elaine Chrichton, David Edgar

Research output: Contribution to journalArticlepeer-review

23 Citations (Scopus)


Through primary research based on interviews with key executives in 20 of the largest hotel groups operating in the UK short‐break market, presents the case that in the UK short‐break market complexity is deliberately being managed to enhance rewards for hotel groups and that this protects market share by raising supplier complexity and gains additional market share through lowering complexity for the consumer. Argues that the key element in managing complexity is the use of supply‐and demand‐side technology, and that as the technology develops further the concept of managing complexity as opposed to simply minimizing or adapting to it will become more widespread. Contends that such developments have key implications for the future structure of the UK short‐break market and indeed other hospitality‐based markets of the future.
Original languageEnglish
Pages (from-to)12-18
Number of pages7
JournalInternational Journal of Contemporary Hospitality Management
Issue number2/3
Publication statusPublished - 1 Apr 1995


  • competitive advantage
  • hospitality industry
  • hotel and catering
  • information technology
  • leisure
  • marketing
  • marketing strategy
  • United Kingdom


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