Is the date of birth an advantage/ally to excel in handball?

The Relative Age Effect (RAE) has been analyzed in a population of Spanish international handball players (n=161) divided into four different levels: Senior, Junior, Juvenile and Promising Talents. The variables registered were quarter, half year and year of birth using the initial information of their date of birth. The data were collected from the Royal Spanish Handball Federation on-line data base. The statistical method used was the χ2 and the minimum level of significance was set at p<0.05. The total results on distribution by quarter show a significant difference (χ2= 21.68; p<0.01) with a greater frequency of players born in the first quarter (40.37%) compared to those born in the second (22.36%), third (16.15%) and fourth quarter (21.12%). The total results on the distribution of birth date by half year show a significant difference (χ2= 10.44; p<0.01) with a greater frequency of players born in the first half of the year (62.73%). With regard to the rate of births registered in an even numbered or odd numbered year there are significant differences when the rates for an even numbered year (64.60%) and an odd numbered year (35.40%) are compared with those of the general population (χ2= 13.72; p<0.001). Based on the data collected and analyzed it can be concluded that there is a RAE in the basic categories of the Spanish national men’s handball teams according to quarter, half year and year of birth (even or odd numbered), but there exists little knowledge about the causes and consequence which may be produced by, or derive from, this effect.

The effects of quality and environmental management on competitive advantage: A mixed methods study in the hotel industry

This paper reports results derived from a mixed methods study where 13 hotel managers were initially interviewed, followed by a quantitative study of 355 additional managers. Data were analysed using partial least squares path modelling. The research question related to the relationship between quality and environmental management and the competitive advantage sought by hotels. The results indicate that quality management and environmental management permit the improvement of competitive advantage in terms of both costs and differentiation. Moreover, hotels implementing quality programmes find fewer obstacles in implementing environmental management.

Organizational design, quality management and competitive advantage in hotels

Purpose – The aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive advantage. Design/methodology/approach – The study uses a partial least squares approach to test these relationships in 350 hotels in Spain. Findings – The findings show that QM influences specialization, formalization and interdepartmental interactions, and that QM practices influence both cost and differentiation competitive advantage. The results also indicate the importance of QM strategic and operational systems as practices that have a key impact on the characteristics of organizational design. Similarly, the QM operational system is key in the relationship between QM and cost competitive advantage. Finally, the QM operational, information and strategic systems positively influence differentiation competitive advantage. Practical implications – When hotels adopt QM practices, there will be significant changes in a number of organizational variables, including specialization, formalization and interdepartmental interactions. This paper provides empirical evidence that QM practices improve both cost and differentiation competitive advantage in the hotel industry. Originality/value – There has been little research on the effects of QM on organizational design in the hotel industry. The contribution of this paper is that analyze the effects of QM on organizational design and competitive advantage, extending knowledge about these issues in a specific sector.