https://orcid.org/0000-0003-0996-4132
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Abstract
The aim of this contribution is to develop an understanding of the trajectories and drivers of organizational change in small and medium hospitality enterprises from the 1920s to the 2010s, focusing on an Italian seaside destination that experienced an enduring success: Rimini. By conducting oral history fieldwork and integrating this with documentary evidence, we reconstructed the organizational models adopted by 42 entrepreneurs, which can be captured by 4 prevailing organizational ideal types: Managerial, Informal, Customized, and Bureaucratic. The findings explain the historical evolution of organizational models in SMEs by focusing on the different role played in each period by specific change drivers, such as generational shift, customer behaviour and competition, between tourist destinations. In addition, they allow an understanding of the process through which the resilience of old organizational models creates a context of functional redundancy, which strengthens the competitiveness of the tourist destination.
Disclosure statement
The authors acknowledge that no financial interest or benefit has been raised from the direct applications of their research.
Notes
1 Rimini municipal archive; State archive of Rimini, State Archive of Forlì; Chamber of Commerce Archive of Forlì; Rimini Library Archive.
2 The interviews were based on voluntary participation and informed consent. These principles guarantee that all respondents are choosing to participate of their own free will and that they have been fully informed regarding the research project.
3 A. Forcellini (1921); N. Savini (1922); E. Biotti (1920); A. De Luigi (1925); E. Mangianti (1946); V. Nicolini (1942); G. Biotti (1962); C.V. (1959).
4 Mulazzani, I., & Mulazzani C. (2004, December 20). Interview by P. Battilani and M. Filippini. [Tape recording]. The interview provided useful information about the mother, Nella Vanni, who started renting full board rooms in Rimini in 1936. Chamber of Commerce, Companies’ Archive in Forlì, position n° 62365/1956.
5 As for the structure of the local hospitality industry, one-star hotels account for about 10% of the total. They are small (80% of them have less than 25 rooms, the average size is 19 rooms) and seasonal (86%). Two-star hotels account for about a quarter of the total. They are usually small (24 rooms) and seasonal (89%). The three-star hotels are currently the backbone (nearly 60%) of the Rimini hospitality industry. Their average size is 38 rooms, with strong variability: 15% of them have less than 25 rooms, 84% has between 25 and 99 rooms and only 1% has more than 100 rooms. Even among these hotels, seasonality is relevant (75%). Four-star hotels (about 6% of the total) are a relatively recent phenomenon. They are usually open year-round (86%) and have a larger size (on average, 61 rooms). Finally, there are only two five-star (luxury) hotels, which are relatively small (one has 120 rooms the other has 50 rooms). Over the last 40 years, the percentage of 3- and 4-star hotels has been on the increase (Battilani, Citation2007), 1- and 2-star hotels decreased and 5-star hotels remained stable.
6 Arpesella, P. (1995). Da Lerici a Rimini… passando per l’East River [From Lerici to Rimini… through East River]. Rimini: Maggioli; Chicchi, G. (2000). Diario di bordo: intervista a Pietro Arpesella [Logbook: interview to Pietro Arpesella]. Rimini: Capitani.
7 This business history has been reconstructed by the interviews of Carmela Pasquini to various members of the Calesini family (Vanda, Armando and their sons) in winter 2000–2001 and then reported in Carmela Pasquini’s Dissertation ‘Il modello turistico riminese: declino o rinascita?’ Academic year 2001, Degree in Tourism Economics, University of Bologna, Supervisor Patrizia Battilani.
8 In 1964, Vanda Arlotti closed her shop to enter the hospitality sector by renting a small hotel. Her husband and other relatives contributed, working part-time. Yearly, they ran larger structures until they bought the first hotel, then a second one. Today, the Calesini family runs 4 four-star hotel.
9 The correlation between year of birth and years of schooling is 0.70.
10 The attitude towards the hotel can be considered a facet of the family business trade-off usually described as ‘family first or business first’ (Colli, 2013; Colli & Rose, 2008).
11 Banchetto all’Hotel Hungaria [The Hotel Hungaria banquet]. (1906, December 1). Ausa.
12 State Archive in Forlì, Tribunale di Forlì, Sezione civile, Fallimenti, 1901, busta 92.
13 There was a difference between European and American clientele: while the former looked for exclusive and customized services, the latter were attracted to technological innovation (Endy, 2004). Since the last decade of the nineteenth century, the modern amenities of Western luxury hotels were transferred to the colonies. ‘Hotels were often the first electrified buildings in colonial cities thanks to in-house generators, and offered hot and cold running water and refrigerated rooms for food storage’ (James et al., Citation2017, p. 98; Peleggi, 2012).
14 State Archives in Forlì, Tribunale di Forlì, sez. civile, Fallimenti, 1901, busta 92 (contains the information about the Grand Hotel’s director, Franky who arrived in 1908 from Germany). The Hungaria Hotel’s director was the Hungarian Artur Aczel.
15 Municipal Archive in Rimini, Register Office.
16 His career can be followed through newspaper adverts; e.g. Fallimenti e dissesti in Italia [Bankrupcty in Italy]. (1908, January 21). Corriere della Sera; Grand Hotel Baglioni in Bologna (advertisement). (1911, 20 July). La Stampa.
17 Comerio, L. (1913). Rimini l’Ostenda d’Italia. Italy: Società Anonima Fabbricazione Films Italiana, video. State Archives in Forlì, Tribunale di Forlì, Sezione civile, Fallimenti, 1901, busta 92 (inventory of the Grand Hotel’s furnishings).
18 State Archives in Rimini, Tassa di soggiorno 1922 [City tax 1922]. (1922, January 19). Atti Consiglio Comunale di Rimini [Decisions by the Municipal Council].
19 Mulazzani, I., & Mulazzani C. (2004, December 20). Interview by P. Battilani and M. Filippini. [tape recording]. [Owner of Nella Hotel]. After the war, the guest house was restored and reopened in 1947. At the time, Ilio Mulazzani, Nella’s youngest son, began to help his mother run the business. In 1966, the hotel was renovated and enlarged. Since the 1990s it is run by the third generation.
20 Ughi, U. (1945). Memorie dal settembre 1943 all’aprile 1945, [Memory from September 1943 to April 1945, memorial of Rimini Prefectural Commissioner]. Rimini Library Archive.
21 Classificazione alberghiera 1947 [Hotel rankings 1947]. (1947, June 15). Atti della Giunta Comunale di Rimini [Decisions by the Municipal government] (p. 744; Rimini Municipal Archive). Rimini. Italy.
22 Chamber of Commerce Archive in Forlì, Report on the economy, 1952–1980.
23 Teodori (2009) highlighted a similar pattern in Rome.
24 Several interviewees stated that their parents or grandparents had worked as bricklayers or farmers before opening their hotel; e.g. Biotti, A. (2015, February 12). Interview by D. Bagnaresi & F. M. Barbini. [tape recording]. Owner Genty Hotel; Ermeti, M. (2015, May 28). Interview by D. Bagnaresi & P. Battilani. [tape recording]. Owner Perù Hotel; Nicoletti, M. (2015, May 21). Interview by D. Bagnaresi [tape recording]. Owner Corinna Hotel; Ricchi, L. (2015, April 24). Interview by D. Bagnaresi & F. M. Barbini. [tape recording]. Owner Ricchi Hotel; V., R. (2015, March 26). Interview by D. Bagnaresi. [tape recording]. Owner’s son of a three-star hotel in Rimini; Zaghini, L. (2015, April 15). Interview by D. Bagnaresi and F. M. Barbini [tape recording]. Owner of Zaghini Hotel.
25 Zaghini, L. (2015, April 15). Interview by D. Bagnaresi and F. M. Barbini. [tape recording].
26 Staccoli, L. (father) & Staccoli, M. (son) (2015, May 11). Interview by D. Bagnaresi & F. M. Barbini. [tape recording]. Owners of Villa Argia Hotel. The Staccoli family set up the first hotel (18 rooms) in the 1970s, after leaving the countryside. The wife was responsible for the kitchen. In the 1990s, the son, Luigi, bought a second hotel. Now the third generational shift is on the way.
27 Vici, P., & Gabrielli, V. (2015, February 4). Interview by D. Bagnaresi and P. Battilani. [tape recording]. [Wife and husband, owner of Hotel dell’Angelo].
28 Savini, N. (2015, 11 May). Interview by D. Bagnaresi & F. M. Barbini. [tape recording]. Owner of Savini Hotel.
29 Guiducci, M. G. (2015, February 16). Interview by D. Bagnaresi and F. M. Barbini. [tape recording]
30 Zaghini, L. (2015, April 15). Interview by D. Bagnaresi and F. M. Barbini. [tape recording]. As with many others, the Zaghini family used to rent their house during the summer, starting in mid-1950s. In 1955 the house was transformed into a family-run hotel. Between 1985 and 2011, the hotel was rented. Finally, since 2011, the hotel is run by the second and third generations (the founders’ daughter and grandson).
31 Biotti. A. (2015, February 12). Interview by D. Bagnaresi and F. M. Barbini. [tape recording].
32 Forcellini, G. (2015, March 2). Interview by D. Bagnaresi and F. M. Barbini. [tape recording]. The Forcellini Family owns one of the few hotels situated in the city centre. Since the beginning, this family-run hotel adopted a formal organizational model with specialized workers. In 1986, the son, Guido, took the lead along with his cousin.
33 Biotti. A. (2015, February 12). Interview by D. Bagnaresi and F. M. Barbini. [tape recording].
34 Biotti. A. (2015, February 12). Interview by D. Bagnaresi and F. M. Barbini. [tape recording].
35 Biotti. A. (2015, February 12). Interview by D. Bagnaresi and F. M. Barbini. [tape recording].
36 Rinaldis, P. (2015, September 18). Interview by D. Bagnaresi, P. Battilani and F. M. Barbini. [tape recording]. P. Rinaldis has been the president of the Rimini hotelkeepers association since 2006.
37 Montebelli L. (2015, September 18). Interview by D. Bagnaresi. P., Battilani and F. M. Barbini. [tape recording].
38 Ferrari G., owner of the L’Hotel hotel, moved to Rimini in 1989 to work in the tourist sector. Since 1996, he and his wife have been running a hotel inherited by the wife’s uncle. In 2004, he decided to expand the business by managing 2 to 4 hotels, on the basis of market opportunities.
39 Ferrari, G. (2015, May 27). Interview by D. Bagnaresi and P. Battilani. [tape recording].
40 Ferrari, G. (2015, May 27). Interview by D. Bagnaresi and P. Battilani. [tape recording].
41 Ermeti, Maurizio. (2015, May 28). Interview by D. Bagnaresi and P. Battilani. [tape recording]. Growing up in a family of hotelkeepers, he has also held public offices as the Chairman of the Rimini Hotelkeeper’s Association and the Municipal Corporation for the Strategic Development of the Marina.
42 Zaghini, L. (2015, April 15). Interview by D. Bagnaresi and F. M. Barbini [tape recording]. Owner of Zaghini Hotel.
43 E.g. Biotti, A. (2015, February 12). Interview by D. Bagnaresi & F. M. Barbini. [tape recording].
44 See, for instance, the interview of GM. Ferrari, M. Ermeti, P. Rinaldis, and others who adopted a Bureaucratic or Managerial ideal type.
45 They were G. Forcellini, M. De Luigi, A.Biotti, Maurizio Ermeti, Marco Ermeti and M. Staccoli.
46 They were P. Rinaldis, T. Lima, V. Rigilio, G. Ferrari and C.V.
47 For example, after a long-term experience as the commercial manager for the Grand Hotel, M. Montebelli decided to run a three-star hotel on her own.
Additional information
Notes on contributors
Davide Bagnaresi
Davide Bagnaresi (Ph.D. in History of Parties and Political Movements) is Adjunct Professor of History of consumption and tourism at the University of Bologna since 2010. He is also Research Fellow at the Center for Advanced Studies in Tourism (Cast) of the same University with a project focusing on generational shifts in tourist industry. His main fields of research are tourism and business history.
Francesco Maria Barbini
Francesco Maria Barbini is Assistant Professor of Organizational Behavior at the Department of Management of the University of Bologna, where he teaches Organization theory, Organization of tourism enterprises, and Human resource management in tourism enterprises. He earned a Ph.D. in Business Information Systems from the Luiss Guido Carli University, Rome. He participates in the research activities of the Center for Advanced Studies in Tourism of the University of Bologna. His main research interests are related to the topics of organizational change, occupational health and safety, and organization in tourism and cultural heritage industry
Patrizia Battilani
Patrizia Battilani is Associate Professor in Economic History at the Department of Economics of the University of Bologna. She sits in the Advisory Board of the Journal of Tourism History, in the board of the Italian society for tourism studies (SISTUR) and in the board of the Center for Advanced Studies in Tourism of the University of Bologna. She has published extensively on issues of economic history. Her business history publications focus on Cooperative enterprises and family business in the hospitality sector. She is working on organizational change and intergenerational transmission in small and middle size enterprises in historical perspectives.