2.2 Marco Teórico
2.2.6 Actitud Positiva en relación a la Satisfacción Laboral
The purpose of this study is to provide data and analysis to promote the continued viability and growth of the small-scale-agritourism business, one that is distinguished from its larger-scale exemplars by a variety of constructs. By developing a research model based on the relationship among external environment, internal condition, managerial behavior, and business performance, this research has tried to reveal and explain the elements that could affect managerial behavior and business performance and that, in turn, dictate the enterprise‘s viability. Breaking from previous approaches to the subject, which treated the factors affecting agritourism by their mutual interaction and generated no significant results, this study individuated, sharply defined, and identified strong separate relationships between these constructs and their items, and generated noticeable findings that should enrich future interpretations of agritourism-business management and performance.
An overlapping, mutual-interaction approach to the study of small-scale agritourism has failed to develop a meaningful business model to systematically describe the business. This study, therefore, chose to apply an alternative approach that focused on the sequential connection
among individual factors in agritourism business operation. But the needed change in research approaches not only complicated the research process, but also decreased the explanatory power of the data analysis. Two factors, it seems, precluded this revised approach from offering a single, unified research model: the complexity of the agritourism business environment and the
constancy of both managerial improvisation and variation in managerial behavior in operating an agritourism business. Although our tracking of individual approaches may have identified the sequential flow from perception of external environment, to degree of managerial innovation, to
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evaluation of business performance, we remain in need of a specific approach to account for variances within the improvisation of managerial behavior. Classifying agritourism operations by business type or managerial personality could help to pinpoint and refine our description of such behavior.
In order to capture the informality of small-scale enterprise management, we have taken one other unique approach to our analysis of rural agritourism in our application of such subjective metrics of assessment as perception and managerial self-evaluation of business performance. In its investigation of the connection among external environment, internal condition, managerial behavior, and business performance, this study discovered and proposed that managerial behavior is the key that moderates the consequences of the agritourism enterprise. Because it more often functions as a lifestyle conduit than as a financial resource, rural agritourism is most concerned with the manager‘s sense of self-fulfillment and connectedness with others.
Innovative managerial behavior, which is encouraged by perception of local community
resources, technical supports that indicate the feasibility of maintaining the business, and strong networks, was cited as the surest path toward said managerial gratification and human
connection and, in turn, the greatest safeguard of the business‘s viability.
Meanwhile, this study discovered that improvisation and informality are crucial elements of agritourism operation. As agritourism management is, for its managers, often more a lifestyle than a business, managerial decision-making could be affected more by individual personality traits and psychology than by commercial calculations. This tendency, which may derive from a reluctance to face risk or to engage in competition, led to a preference for innovation only in
129
order to negotiate changes within the business‘s external environment, rather than in order to boost the business‘s marketability. The manager, it seems, is satisfied to pursue the operation‘s survival rather than to maximize its profitability, a feeling encouraged perhaps by the frequent character of an agritourism enterprise as a secondary business and source of pleasure rather than one of sustenance.
The evolution of an agritourism operation, then, could be understood as the process of adapting behavior to need: when the need is unassuming, the behavior is modest. Since personal enjoyment is valued over financial gain, severe innovation is not required; managers are not forced to resort to aggressive entrepreneurial conduct. This principle is here identified as the core element of an agritourism operation‘s viability. From this point of view, then, contingency theory, which emphasizes the fitness of operation with environment, is useful to an understanding of agritourism management. However, there remains the problem of applying a purely scientific model to a context so dependent on such subjective measures as satisfaction and self-evaluation.
Our interpretation of managerial behavior implies that systemized approaches using established industrial and economic theories are insufficient to explain agritourism operation and that, instead, future research should expand on this study‘s consideration of individual managers‘
personality dimensions.
This study offers fresh perspectives and diverse information for owners, consultants, and policymakers concerned with the small tourism business in rural areas. With a sharper
understanding of their industry, business managers are better equipped to evaluate the performance of their business and their own managerial practices within the context of these
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broader trends. Now more easily able to find and select suitable and situation-specific
information, small-agritourism business managers seeking to make changes can enjoy a shorter trial and error period. Likewise, business consultants and policy makers receive information and analysis to help them understand the obstacles facing and needs of business-enterprise
development in their local areas and how different business owners in the tourism business react to their business and residential contexts.
Although this study does produce much new information about the operating dynamic, and thus the viability, of small agritourism, it is admittedly weakened by the difficulty in applying its findings to practical business situations. This weakness derives from the study‘s data collection method, namely, an online survey. I was unable to communicate with respondents or encourage nonresponding business managers to participate, resulting in a low response rate and decreasing the study‘s persuasiveness. Resorting to such an unreliable data-collection method, a decision that was partly motivated by the difficulty in systematically accounting such a complex business situation, made it hard to generalize the results of our empirical investigation. In addition, as this study involves all stages of the management process, from the decision to found the agritourism business to the processing of a range of factors to the evaluation of self and enterprise, it is impossible to control for all of the possible indices of managerial behavior and business performance listed above.
Future studies of the small-agritourism business and its management demand more
deliberate research approaches and planning as to more validly untangle the complexities of its dynamic. We could enlarge the understanding of agritourism management by applying various
131
approaches and repeated study to different situations of operation. In-depth interviews with business managers, for example, could clarify and expand said approaches by perhaps
uncovering a wider variety of indices to weigh. Finally, the unique characteristics of agritourism as supplemental business lend themselves well to an as-yet largely unexplored research topic.
This study, it is hoped, can act as the guide for this research.
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