Intrapreneurship perceptions in Alanya hotel management

In today's globalizing business world, businesses have to be different from their competitors by being engaged in innovative activities and have to compete by becoming different. Intrapreneurship can be evaluated as the whole of the business activities that employees, who have proven their abilities in the management, perform with the efforts to try to be innovative and proactive, take risks and keep themselves dynamic by cooperating with each other. While intrapreneurship managements enjoy advantages over their competitors, they also contribute to the quality of life of employees in the management. In addition, managements who perform intrapreneurship activities can also make their customers loyal. In this context, the main aim of this study that is carried out by considering the importance of intrapreneurship is to examine the intrapreneurship perceptions in hotel managements. The other aim of the study is to develop suggestions that can contribute to the development of intrapreneurship in hotel managements in line with the obtained results. A descriptive research method is used in the study. A questionnaire was applied to managers in four and five star hotels in the Alanya destination which was selected as the research area between September 2017 and November 2017. Among the 404 questionnaire obtained, the ones that have missing or inaccurate information were sorted out and analysis was performed over 350 questionnaires. Questionnaire data were evaluated using reliability analysis, explanatory factor analysis, expression averages and standard deviation, and the obtained data were subjected to correlation, regression and difference analyzes. The dimensions that emerged according to the result of factor analysis were collected in four factors as product and market innovation, self-renewal, proactiveness and technological innovation. According to the average expressions of the hotel managers, it was found that they generally perceived high levels of intrapreneurship x = 3.25 and x = 4.10. Based on the findings of the study, doing planning toward reconsidering and increasing the powers of the hotel managers (department manager / chief) who have a high level of intrapreneurship perception can provide the opportunity to use their intrapreneurship skills. Conducting similar studies at different tourism destinations may contribute to the development of intrapreneurship over time. It is also thought that this study will provide guidance in the tourism sector in terms of the realization of creative ideas and activities in hotel managements and will contribute to their establishing new strategies and policies.