Business Opportunities and Drivers for Health and Spa Tourism: A Qualitative Research on Baile Felix Spa Resort, Romania

Abstract

The tourism sector has witnessed continuous development over the last few decades, overcoming various challenges and crises. This resilience underscores the remarkable diversity of managerial and entrepreneurial initiatives capable of meeting the ever-growing and unpredictable global demand. Our objective is to explore the perceptions of factors and opportunities that encourage the launch and management of businesses in health and spa tourism utilizing a qualitative methodology. Our conclusions are based on the analysis of 32 hotel managers’ and small business owners’ interviews in a relevant tourist resort in Romania. This study reveals that all four types of identified opportunities and drivers influencing business creation and management in health and spa tourism (i.e., improving work quality and independence, professional and personal development, responses to opportunities, and upgrading existing services) are substantially influenced by gender, relevant work experience, and education. The novelty of our research lies in highlighting the influence of these drivers according to a specific context given by the size, management type, and ownership structure of tourism ventures, as well as the difference between large hotel managers and small business owners in terms of their perception and goals. We acknowledge that the limited number of interviewees and the spatially bound context of the research may have an effect on the relevance of the results. This study’s findings underscore the necessity for compromise and collaboration among diverse stakeholders in the tourism industry, particularly when developing long-term strategies for health and wellness destinations. This collaborative approach plays a critical role in promoting the well-being and prosperity of individuals, businesses, and the entire local community.

1. Introduction

The tourism industry has developed remarkably over the past decades due to the rise of the global demand for travel, knowledge, and relaxation. The swift and comprehensive response of the small- and medium-sized enterprises (SMEs) and large corporations plays a pivotal role in capitalizing on this opportunity [1,2,3,4,5,6]. According to the World Travel & Tourism Council (WTTC) [7], SMEs make up around 80% of all global businesses in the tourism sector in 2022. These enterprises were responsible for creating one in four of all new jobs across the world, bringing a contribution of 6.1% to the global GDP. It is a significant increase compared to the pre-pandemic year, where SMEs comprised 10.3% of global GDP and supported 289 million jobs.

Tourism is an industry with relatively low entry barriers and regulations [8,9,10], requiring moderate skill levels, technological permeability, and innovation [11,12,13,14], which makes researchers and practitioners agree that it is an ideal field for small- and medium-sized enterprises (SMEs) and various entrepreneurial initiatives [15,16,17]. Additionally, generating employment tourism businesses also exploit regional and local resources, emerging as “major contributors to economic transformation in developing economies” [18] (p. 1).

Despite facing substantial challenges, such as the economy, pandemics, or political crises, the tourism sector has witnessed various opportunities and high growth rates in recent decades, resulting in a diverse range of businesses in this sector [1,3], varying in size, market power, ownership, sub-sectors, endowment, and innovation levels [9,10,11,12,13,15,17,18]. Researchers emphasize the orientation of large companies towards innovation development and implementation [19,20], while small (family) businesses combine their personal goals with community involvement, considering local specificities [21,22,23].

Despite the richness and diversity of the literature on the opportunities and factors influencing the launch and development of businesses in the tourism sector [6,12,24], references to personal characteristics (experience, education level, and gender) in various contexts related to business ownership and management are scarce. This gap is particularly deeper in certain sub-sectors of the tourism industry, where the coexistence of traditions and a cyclical demand has determined the presence of a wide range of businesses in relatively limited geographical areas, such as traditional spa resorts transformed into modern spa and wellness centers.

The analysis presented in this paper is part of a larger study carried out with entrepreneurs and managers in the most important resort in Romania, i.e., Baile Felix Spa Resort. It focuses on the innovative potential of enterprises in the health and wellness tourism sector. The main objective of the research is to explore, through the lens of qualitative research on the entrepreneurial and managerial environment, the perception of factors and opportunities that encourage the launching of businesses and their management in health and spa tourism. Furthermore, we delve into an examination of the extent to which these influencing factors are shaped by variables such as gender, relevant experience in the field, education, business type, and ownership. Therefore, the following research questions guide this paper: What are the drivers of the people owning or managing a business in the tourism sector? Do business owners and managers of businesses in the tourism sector perceive opportunities differently? How do personal characteristics (gender, education, relevant experience in the field) impact the perception of drivers to run a business in the tourism sector?

Despite certain limitations, we assert that the results hold broader significance, especially when considering the regional and international context of health and spa tourism.

This paper begins with an introduction followed by the presentation of a comprehensive review of the literature covering key topics we tackle: the impact of business opportunity recognition, work experience, networks and self-efficacy, gender and education in tourism businesses, and other relevant factors, emphasizing the unique characteristics of the tourism industry in general and particularly within the studied area. The empirical section starts by detailing the methodological framework (context, data collection tools, and sample), followed by a thorough analysis of the acquired data and a general discussion of our results. This paper concludes by outlining the theoretical and practical utility of the research results, addressing the main limitations and future research directions.

2. Theoretical Background

2.1. The Role and Importance of Business Opportunity Recognition

The process through which entrepreneurs and business managers identify and capitalize on business opportunities involves a wide range of factors, internal, external, environmental, social, etc., albeit the emphasis was particularly focused on individual factors [12,24], such as alertness, prior knowledge, self-efficacy, and social networks [25,26], placing less emphasis on contextual factors [27,28,29].

Understanding the role of recognizing opportunities and development is crucial when researching entrepreneurship [30,31,32], which is probably the most significant component of entrepreneurial behavior [31], impacting both the launching and developing of a business, as well as the pursuit of new entrepreneurial opportunities.

While initial arguments suggested that skills, education level, and knowledge are crucial for recognizing and capitalizing on opportunities [24,30,32,33], it gradually was observed that people with relatively similar attributes performed differently, and some were not even interested in launching or running a business. Consequently, research has focused on understanding the various individual manifestations in terms of self-efficacy, reasoning ability, social skills, perseverance, experience, and education [34]. Specifically, three of these factors, namely a pro-active attitude, alertness to opportunities, and previous knowledge (experience), were considered essential for entrepreneurs [25,35], whereas in many situations, these actions are not independent but rather interrelated.

2.2. Work Experience, Networks, and Self-Efficacy

There is a consistent amount of literature emphasizing a strong correlation between work experience and entrepreneurial intention [36], i.e., exposure to entrepreneurship through family and direct experience influences entrepreneurial intentions and stimulates opportunity recognition [37]. Moreover, work experience inspires new business ideas [38] and the improvement of business models based on knowledge [39].

According to Shane [31], entrepreneurs recognize and exploit opportunities within the scope of their existing knowledge and experiences (technical, market, customer, sales, etc.), and this approach aims to minimize uncertainty and the consequences of wrong decisions. Getz and Petersen [40] point out that the limited qualifications and experiences of tourism entrepreneurs can explain the sector’s excessive fragmentation, small-scale operation, and relatively modest appetite for growth and development [13].

On the other hand, Bandura [41] emphasizes the essential role of self-efficacy (the individual’s belief in their ability to successfully perform a given task) in predicting future performance and characteristics, such as prior knowledge, skills, and achievements, which are not necessarily strong predictors of future performance. Self-efficacy, often associated in the literature with overconfidence or optimism, is related to intended market entry [42], as “entrepreneurs’ perceived entrepreneurial skills are consistently inflated over the different phases of the start-up” [43] (p. 151). Over time, however, expectations and overconfidence are tempered, and genuine skills and work experience make significant contributions to the company’s performance.

Krueger [44] and Pech and Cameron [45] state that individuals with previous successful experiences and high self-efficacy are strongly motivated to seek opportunities, and Hallak et al. [46] find a positive relationship between place identity and entrepreneurial self-efficacy in tourism, directly impacting business performance (but not vice versa) for entrepreneurs of both genders. Business networks and individual self-efficacy enhance prior specific knowledge and experience in identifying opportunities for business expansion [47,48,49], including in the tourism sector [12].

According to Adeyonu et al. [50], competence is the essential entrepreneurial attribute determining business results. Increased knowledge in a certain field boosts confidence in one’s capabilities, and networks facilitate information exchange, stimulate innovation, and increase competitive advantages [12,47,51], which holds true for the tourism sector as well [52].

Professional knowledge gained through experience in executive and managerial positions and the network created in running specific businesses and engaging with local government and the public sector coupled with various entrepreneurial skills [18,52,53] are valuable assets to be used when recruiting individuals for various industries. It is implicitly suggested that these factors are potentially stronger than high levels of formal education in tourism or international corporate expertise isolated from everyday challenges [12,54].

In the tourism and hospitality industry, human capital plays a substantial role; however, the impact of experience, education, and qualification on ensuring business performance still remains insufficiently addressed in the literature [55]. Often, initial professional training in tourism is undervalued compared to work experience, practical training, and personality traits [56]. According to Marrero-Rodríguez et al. [57], experience is considered to be a crucial asset in this sector, influencing employment (acting as a selection criterion), promotion, and various company performances (salary levels, turnover growth rate, profits, etc.).

2.3. Gender and Education in Tourism Businesses

Researchers indicate a notable presence of women in tourism management and entrepreneurship, recognizing the sector’s potential to empower women [58,59] by providing opportunities to women entrepreneurs [60] and managers, particularly within larger tourism companies [61]. However, consensus on this recognition is not universal. Several researchers [62,63,64] caution that the diversity of tourism activities cannot protect the sector from increasing gender-based differences in business performance, the consolidation of an unequal division of labor, and the persistence of traditional domestic roles [65,66]. Despite these challenges, tourism continues to offer opportunities to both women and men [67] due to its diverse, dynamic, and flexible nature.

Presently, businesses in the tourism sector led by women entrepreneurs are perceived to have, on average, lower performance compared to their male counterparts; they tend to accumulate less economic capital, experience lower profit rates, and exhibit lower levels of ambition and competitiveness [68,69,70]. The literature attributes these disparities to specific factors, such as limited access to education and experience, as well as voluntary choices related to their business, including accepting slower growth, assuming traditional roles in their family and society, and managing work–life balance, among other factors [28,71,72].

In contrast, these gender differences are less pronounced among female managers in large tourism companies, and current measures and trends, including the recognized need for empowering women entrepreneurs [73], aim to gradually reduce gender disparities in business performance and have positive effects on individual attitudes and local behaviors towards gender equality [74]. Interestingly, gender differences do not influence the quality and innovativeness of identified business opportunities that much [48,75] but rather influence the process of recognizing opportunities and the frequency of entrepreneurial intentions, with these aspects being more noticeable among men [76].

2.4. Other Motivational Drivers for Launching and Developing Tourism Businesses

Beyond the identification and exploitation of opportunities, numerous authors highlight additional factors for motivating the launch, development, and consolidation of tourism businesses [18,77,78] as follows:

-

Concern for tourist contentment (satisfaction, prompt and innovative services, employee behavior, cleanliness) not only generates income but also stimulates the return of tourists [79], involves local communities and stakeholders [80], and provides a solid foundation for long-term development, competitiveness, and sustainability in the tourism business [18];

-

Pricing policies (motivating tourists’ destination choices amid competing offers and brands) affecting long-term competitiveness [81,82];

-

Openness to technology, either to counter competition (domestic or international) [83,84] for business growth and diversification, influencing tourists’ destination choices [85], leveraging technology, such as effective websites, user-friendly applications, and a strong presence on social media [86,87,88], enhancing products and destination promotion, improving tourists’ perception but also “generating impactful information” [89], positively influencing the sustainability and competitiveness of tourism services, encouraging responsible environmental behavior, and interacting with stakeholders;

-

Being in line with trends, policies, and regulations, especially those related to environmental protection [90], cultural heritage preservation, and revitalization [91]. Effective planning, along with the adaptation of relevant indicators [92] and the ability to capitalize on public support measures [93,94], play a pivotal role in launching and consolidating businesses by involving local and regional communities in the development of tourism. As argued by Beaumont and Dredge [95], enhanced regulation within the hospitality industry contributes to firm growth by attracting and strengthening tourism and business flows, thus ensuring sustainable and long-term growth of local businesses.

3. Current Challenges and Perspectives in the Health and Spa Tourism Business

3.1. General Context

Health and spa tourism has been the subject of numerous studies in recent decades either because it relates to a human capital perspective, the adoption of a healthy lifestyle in a remarkable natural setting [96,97], or due to its effects on businesses, local and regional economies, and even its connections to globalization [98]. According to Kazakov and Oyner [97], research on this topic is grouped into three major research streams: (1) conceptualizing and operationalizing the health and well-being of tourists; (2) the impact on destinations, local communities, businesses, and tourists, and finally, (3) tourist behavior at the destination [99,100,101,102].

In the following paragraphs, our analysis will focus on the perspective of resorts and businesses within this tourism sub-sector. According to studies conducted by Torres-Pruñonosa et al. [103] and Anaya-Aguilar et al. [104] on various health and spa resorts in Spain, investments in these activities create both economic and social value, they generate direct and indirect positive effects on local economies, stimulate public and private initiatives, and “energize the area as a tourism destination” [104], promoting it both domestically and internationally. Moreover, the success of such initiatives can serve as successful models for the revitalization of other businesses and tourist resorts. Businesses in this field can also find a path to development and prosperity through collaborative and common sub-regional strategies (as seen in the case of the South Baltic region: Lithuania–Poland–Sweden) but depend on an “appropriate infrastructure, regional collaborations, and long-term strategic development plans” [105], inclusion of the sector as a priority in local, regional, and national development plans, or the availability of qualified staff at all administrative levels [104,105].

Many studies in this field consider that understanding consumer profiles and their key motivations is essential for the performance of health, wellness, and spa tourism businesses. Azman and Kim [106] emphasize that, for foreign tourists in Malaysia, psychological needs, escape, rest, and relaxation are intertwined with elements of the offerings, such as the whole spa experience, professionalism, variety of treatments, price, and service providers’ performance. Similar results are also found by Pelegrín-Borondo et al. [107] in Spain, analyzing differences in the perception of the two major customer categories (wellness tourists and healthcare/medical tourists). They indicate that “the most influential variable was performance expectancy, and differences were only found in the influence of the pleasure variable”.

Research in various countries and resorts (Poland, Spain, Croatia, China, and Kazakhstan) has shown that customer expectations and, consequently, business performance are strongly dependent on the diversity and performance of medical and wellness facilities [107,108], the number and involvement of qualified medical staff [109], and medical procedures and entertainment programs [110,111]. Finally, other studies focus on finding a business model for health and spa tourism companies that reconciles the expectations of tourists and stakeholders with environmental and sustainability imperatives under conditions of efficiency and long-term profitability [112].

A relatively new but crucially important topic in the current period is the impact of the COVID-19 pandemic on health and spa tourism. Businesses in this sub-sector have experienced a situation “somewhat different from other tourism enterprises” [113] due to their relationship with the healthcare system, which has provided them the opportunity to continue their activity and is not necessarily purely touristic. Thus, in extensive research on tourism and health companies in Poland, Szromek [112,113], or Sztorc and Savenkos [108] assessed the situation of these businesses as challenging but somewhat stable. Anti-crisis public support (both for the tourism sector and especially for the health sector) and the possibility of rapid organizational changes (such as cooperation with the healthcare system and the provision of tourism and healthcare facilities for medical activities) have contributed to mitigating the tremendous shock of the pandemic on this industry. Furthermore, “enriching the spa and wellness offer with post-COVID-19 and anti-COVID-19 services” [108] (p. 869) is considered a good business strategy and value creation for customers and the future, ensuring the recovery and relaunch of the business.

Other recent studies in China, Spain, and Portugal have highlighted people’s concerns about health, longevity, and quality of life, stimulated by the realities of the COVID-19 pandemic [114,115] but also by permanent changes in the economy and society [116] “opening the door to thermal spas and generating new opportunities for the sector” [117] (p. 1207).

Dini and Pencarelli [118] note an acceleration in the demand for health and spa tourism due to the COVID-19 pandemic within a market that has witnessed a greater growth in demand for health and wellness tourism compared to general tourism over the past decade. In other words, healthcare and wellness activities have taken on new meaning and have become “a priority rather than a luxury” [119].

However, numerous researchers highlight that shifting travel patterns coupled with a more pronounced preference for secluded destinations providing direct immersion in nature and its benefits might represent overlooked opportunities for health and spa resorts if their offerings resist innovation and fail to adapt “the supply of health and wellness services to an increasingly young, urban, lifestyle-oriented demand” [116].

All these confirm the deductions of Dini and Pencareli [118] regarding the ability of wellness destinations to generate value propositions for consumers by considering all components of the health and wellness offerings of resorts [120,121] and using them in a performing managerial logic adapted to the economic, social, and even health context of international demand [122,123]. Implicitly, businesses in this sector should shape their offerings based on innovative criteria, adjust traditional elements to align with new generational trends [114], and acknowledge that generating value propositions for tourists requires the active involvement of various stakeholders and producers within wellness destinations [118] (p. 394).

3.2. Tourism in the Study Area

The evolution of health and relaxation tourism in Romania partially mirrors the European and global trends, which are notably shaped by the political and social transformations experienced by the Central and Eastern European economies in the early 1990s. Following a prosperous period during the 1970s–1990s [122], a rapid decline ensued, marked by changes in ownership, a lack of investment and modernization gaps, and a decrease in the number of foreign tourists [17,124]. In the last 10–15 years, there has been a positive shift due to an increasing interest in healthcare, the revival of entrepreneurial initiatives, and a growing interest in the professional management of existing tourism holdings [17]. The development of wellness tourism, not only in Romania but across Europe, has led to a reassessment of positioning and promotional strategies for spa resorts and also prompted the enrichment of spa offerings with innovative and sustainable services [17,123,125,126,127].

Our research focuses on the tourist business within the Baile Felix Spa Resort, considered to be the largest health and spa resort in Romania and one of the most important tourist destinations for treatment and relaxation in the country [124,128]. The wellness orientation, driven by a worldwide revolution in the way people take care of their bodies, minds, spirit, society, and the planet [129], spurred entrepreneurs and managers towards the Baile Felix Spa Resort area to find creative solutions in this domain. Over the past decade, we have witnessed a revived interest in establishing new businesses in this area both by increasing the number and diversification of accommodation structures but also by adapting to new trends in health and wellness services (saunas, jacuzzies, fitness rooms, artificial salt caves, ice rooms, relaxation areas), as well as by completing the existing balneotherapy offerings with products and services aimed at achieving well being.

According to the Reports provided by the Ministry of Economy, Entrepreneurship, and Tourism [128], 229 tourism units are registered in the Baile Felix Spa Resort area, providing about 8,000 bed places (

Table 1. Tourist units with accommodation function in the Baile Felix Spa Resort area according to the Ministry of Economy, Entrepreneurship, and Tourism (Romania).

Unit Type	Star Rating	Number of Units	Number of Rooms	Number of Bed Places
Hotel	2 stars	3	624	1218
	3 stars	11	1.036	1990
	4 stars	5	547	1002
	5 stars	1	172	262
Guesthouse		119	1.125	2323
Rooms and apartments for rent		86	431	903
Camping		4	36	110
TOTAL		229	3971	7808

Source: The Ministry of Economy, Entrepreneurship, and Tourism [128], updated 11 November 2023.

). Guesthouses represent the majority of the total accommodation places (29.8%), followed by hotels (having various comforts classifications: two stars, 15.6%, three stars, 25.5%, four stars, 12.8%), rooms and apartments for rent (11.6%), and campsites and other similar forms (1.4%).

4. Methodological Framework

4.1. Context and Objectives

The current investigation is embedded in a more extensive study carried out among entrepreneurs and managers in the Baile Felix Spa Resort area, with a specific focus on the innovative potential within health and wellness tourism enterprises. The objective of this research is to explore the correlation between entrepreneurial (and managerial) opportunities and motivations and the development of innovative and sustainable tourism businesses. The findings aim to offer practical recommendations and proposals for fostering qualitative and innovative developments in tourism within this area. Moreover, we aim to explore whether these factors and opportunities are influenced by gender, relevant experience in the field, education, business type, and ownership.

Our analysis answers the following research questions: What are the factors that drive business owners or managers in the tourism sector? Do business owners and managers perceive opportunities differently? What is the impact of personal characteristics on the perception of drivers when running a business in the tourism sector?

4.2. Data Collection and Sample

The data analyzed in this paper are part of a larger field research based on a semi-structured interview and an opinion questionnaire conducted between 1 and 31 October 2022, scrutinizing the characteristics of spa and wellness tourism in Baile Felix, Romania [17]. Participants were encouraged to elaborate on their answers, leading to detailed narrative responses. This paper focuses on the analysis of these detailed narrative responses, while the quantitative data were analyzed elsewhere [17]. The average time length of the interviews was around 60 min, during which interviewees offered valuable insights on how the increase in Baile Felix Resort’s attractiveness as a health tourist destination can be achieved.

Our interview pool comprised all entrepreneurs (owners of small- and medium-sized companies) with a tourist accommodation unit and decisionmakers (holding top and middle management positions) in medium and large enterprises (i.e., large hotels) in the Baile Felix Spa Resort area. Information about this study population was sourced from the reports issued by the Ministry of Entrepreneurship and Tourism (Romania), considering various factors such as unit type, rating, capacity in terms of number of rooms and bed-places, type of business, services offered, and facilities available.

We approached 137 out of the total registered units, obtaining 91 responses (a response rate of 66.4%). Among these, 29 responses were from top and middle managers of 5 large hotels, and the remaining 62 responses came from entrepreneurs owning guesthouses, villas, and rooms for rent, or were independent providers of medical and spa and wellness services. Thus, our comprehensive study aimed to encompass responses from all active businesses in the studied area; however, the qualitative data were recorded only for those managers or business owners offering detailed insights into their perceptions of opportunities and drivers for starting and developing a business. Compared to the quantitative responses, these qualitative data provide a more detailed picture and an in-depth understanding of the studied phenomenon.

The present research focuses on identifying the opportunities and drivers associated with launching a business or undertaking a managerial position at Baile Felix Spa Resort. In this context, we have selectively analyzed the responses provided by entrepreneurs and managers who explained and detailed these aspects, totaling 32 respondents out of the overall 91. This subset comprises individuals actively engaged in the tourism service industry, encompassing both hotel managers (12 people) and small business owners (20 people). To ensure diverse representation, we sought input from both female (17) and male (15) respondents, targeting individuals with tertiary education/university qualifications (22) and secondary education/high school credentials (10). Within our interview pool, 12 respondents had previous relevant working experience in the tourism sector, having spent a minimum of five years in the industry before launching the business/assuming managerial roles (

Table 2. Distribution of interviewees (numbers).

Gender:	Male	Female
	15	17
Respondent type:	Hotel manager	Small business owner
	12	20
Level of education:	Tertiary	Secondary
	22	10
Experience in the field:	Relevant work experience	No relevant work experience
	12	20

Source: computed by the authors based on interviews.

).

4.3. Tools and Method of Data Analysis

The interviews were conducted in person by one of the authors of this paper, mostly at the respondents’ offices. The current paper presents the analysis and conclusions derived from responses to the question: What were the drivers and opportunities that underpinned the business? The interviews were conducted in Romanian, and the responses were recorded, transcribed, and translated into English by the authors of this paper, with the interviewer also involved in this process. The topics discussed were straightforward, and the translation was possible without complications. The authors’ discussions during the analysis phase ensured an accurate translation of the respondents’ ideas, opinions, and attitudes. The collected information underwent examination using NVIVO.14 (https://lumivero.com/products/nvivo/, accessed on 9 December 2023) software for qualitative analysis. The interviews were classified based on socio-demographic criteria.

In the following sections, we will present the identified motivations, specifically exploring potential significant differences between the perspective of hotel managers and the perspective of managers and entrepreneurs owing guesthouses/villas/apartments for rent, as well as variations based on gender, relevant experience in the field, education, business type and ownership, etc.

5. Analysis of the Interviews with Managers and Entrepreneurs Regarding Factors and Opportunities Motivating a Business in the Health and Spa Tourism Industry

In order to analyze the discussions, we first created a word map incorporating insights from all the interviews. As depicted in Figure 1, pivotal terms such as business, hotel, development, work, time, tourism, family, etc., stand out prominently. The interpretation drawn from this word map indicates that entrepreneurs in Baile Felix Spa Resort aspire to develop a (family) business by offering better, new, different, or improved services in tourism, particularly within the hotel industry, thereby asserting their independence. This summary of responses synthetizes diverse motivational factors, aligning with existing studies and theoretical approaches, which will be further analyzed in this paper.

To categorize these responses, we conducted an additional analysis using NVIVO, cluster analysis by cases, to generate a distribution of four clusters: groups of interviews based on word frequency and correlation. The results, presented in Figure 2, highlight similarities among the provided responses. Consequently, we grouped the responses based on this distribution and created codes for similar responses. These codes were manually assigned to different sections within the interviews, forming the basis for subsequent analysis.

Based on the analysis of these responses, we have identified four codes describing distinct motives for starting a business in this field. These codes are as follows:

-

Improving work quality, including the provision of (financial) independence [appearing in 16 files with 22 references];

-

Professional or self-improvement [six files, six references];

-

Response to an opportunity [eight files, nine references];

-

Improving existent services [12 files and 17 references].

One can notice that two of these motivations are extrinsic: response to an opportunity and improving existent services, while two are intrinsic and are related to professional and self-improvement. The number of references to internal or external sources is similar. Nevertheless, we should emphasize the interconnected nature of these motivations: one individual may mention motivations from any of these four codes.

We must note that improving the quality of work along with responding to an opportunity are the most frequently referred-to motivations by our interviewees (22 references for the first and 17 for the second).

To contextualize these codes, we provide both examples and extracts from the responses in the following paragraphs.

(1) Improving the quality of work, including achieving financial independence, was the most frequently discussed topic, with interviewees expressing a desire to set their own work conditions, work close to home, and improve their income. The term “independence” was frequently used in this category, yet only a few respondents specifically used “financial independence”. In various instances, independence may mean the need to work by his/her own schedule to be able to take decisions, to organize the work in their own way, and to focus on the aspects of the business that he/she considers most important.

“I live near Baile Felix Spa Resort and I wish to set my own schedule and manage my finances”;

(SBO12)

“… a better control of resources, a more in-depth application of innovation, a determining factor to have a successful position on the Romanian market, especially in spa tourism”.

(HM 4)

(2) Improving existent services is a code also linked with the response to an opportunity, as people recognize the potential in providing novel and superior services. However, in this code, we grouped responses that specifically express an intent to develop existent touristic services, while in the next code, we emphasized the contextual aspect. Under this code, the emphasis predominantly lies on hotel managers recognizing the imperative of meeting clients’ needs by offering different and improved services.

“The expansion of business opportunities in the Băile Felix Spa Resort area, the provision of new services in an area that was showing signs of aging and the provision of a service already existing on the market, but in a superior and different way”;

(HM 7)

“The desire to do the work better”.

(SBO1)

(3) Responding to an opportunity is primarily contextualized within the business realm, and our responses identified two main types. The first is linked with the business location: Baile Felix Spa Resort, a destination blending tradition and modernity in Romania’s spa industry. The second type pertains to individuals who are native to, raised in, or have familial roots in this specific area, involving possessing land or a family residence that can serve as the foundations for a guesthouse venture. The relevance of the first context type is more pronounced for hotel managers, while the second is more pertinent for small business owners.

“The main factor was the expansion of opportunities in Băile Felix Spa Resort and the development of the … [geographical area]…”;

(HM 10)

“The very low rental price of the space, we renovated it and re-compartmentalized it”.

(SBO 20)

(4) Self-improvement and professional advancement are similar to the first code; however, there was a large number of references emphasizing the importance of development, self-confidence, and professional growth. Unlike the first category, which focuses on specific aspects such as independence, this latter category is more encompassing, addressing broader facets of personal growth.

“a job that increases your self-confidence, doing what you like”;

(SBO17)

“I was motivated by the desire for professional development”.

(HM 4)

These codes exhibit a strong interconnection. As depicted in Figure 3, most responses referred to different types of motives.

For example, one of the received responses covered three of the four codes.

“I intended to approach these 3 points: desire to succeed, financial independence, offering a service already existing on the market; from the customer’s perspective—my experiences as a tourist led me to approach the issue from another point of view, in order to offer better tourism services than what was on the market”.

(SBO14)

With the intention to analyze the type of motives on the classification criteria of the respondents, we created a matrix coding query, and the outcomes of this analysis are presented in

Table 3. Distribution of codes to categories of respondents.

	Improve Quality of Work and Financial Independence	Improve Existing Services	Response to an Opportunity	Self-Improvement, Professional Development
Male	10	6	5	4
Relevant previous work experience	2	8	4	3
Tertiary education completed	17	13	4	3
Hotel manager	3	11	4	2
Small business owner	19	6	5	3

Source: own elaboration based on interviews.

below.

The analysis reveals distinct patterns among male small business owners and hotel managers with regard to their motivations for starting and running businesses. Most male small business owners started their businesses with the aim of enhancing work quality and achieving financial independence, while hotel managers are driven mostly by their intention to improve existing services. As discussed in each case below, these trends align with previous research on these topics, reflecting both international and national entrepreneurship trends and business development, particularly within the tourism sector.

We have taken a separate look at each of the codes in order to assess how different codes and criteria are distributed in our responses, with graphical representations below (Figure 4, Figure 5, Figure 6 and Figure 7).

Regarding gender, we can make three important observations: (a) in our interviews, there is no difference between male and female managers and entrepreneurs in responding to an opportunity; (b) for women, self and professional development is less relevant; and (c) women seem more motivated by improving existent services (Figure 4). The equal perception of opportunities as motivating for both women and men is relevant for understanding the business environment in the health and spa industry.

This result largely confirms the literature’s assumptions that the tourism sector encourages a substantial representation of women in business ownership or management, recognizing its potential to empower women [58,59], with open opportunities for both genders [67]. At the same time, we confirm that gender-related differences are less pronounced in recognizing business opportunities and their quality [48,75].

The second observation may be determined by the fact that women tend to be more pragmatic; they are either driven by their need for independence or as a response to an opportunity and formulate less explicitly their need for personal fulfillment. Men’s lower focus on improving existent services may be driven by their stronger emphasis on personal motivations (improved quality of work and self-development), and this could further explain why businesses led by men are perceived as being more ambitious and competitive [68,70].

Next, we examined different motivations among the two different types of respondents: small business owners and hotel managers. As highlighted in Figure 5, there is a significant prevalence among small business owners for the desire for independence and an improved quality of work. This result aligns with theoretical approaches suggesting that starting a business comes from the desire to be independent and have autonomy to make decisions regarding one’s work. In contrast, established businesses are far more motivated by their interest in developing new and improved services, thereby attracting more clients.

The research findings largely confirm the existing literature on the perceptions and commitments of large hotel managers towards comprehensive objectives, in which sector and resort revitalization are related to service modernization, innovation, and long-term business sustainability [19,20,130]. On the other hand, entrepreneurs and small business owners seek a balance between personal goals (individual and family prosperity), an attractive workplace, consolidating their business, and cultivating positive community relationships [21,22,23]. In other words, hotel managers are mainly motivated by “modernization and performance, while small business owners and entrepreneurs prioritize personal fulfilment and profit” [17] (p. 13).

The prevalence of motivations aimed at enhancing work quality and achieving independence is particularly pronounced among respondents with no previous experience. As shown in Figure 6, this difference is rather strong, while, in the case of other motivations, the differences between individuals with relevant previous experience in the field are not significant.

These outcomes complement several contributions [8,28,40,131], confirming that a considerable number of entrepreneurs join the tourism sector and are less motivated by maximizing economic gain, profit, or professional recognition; instead, they are looking either for a particular lifestyle or for more independence, improved work quality, and a balance between business and family life [78,132]. We could speculate that these objectives, coupled with a certain degree of overconfidence in their ability to provide services of superior quality compared to existing market offerings, are akin to a form of self-efficacy and are specific to new entrants who lack experience and a deep understanding of the daily realities of the industry [42,43].

Surprisingly, the motivation related to responding to an opportunity is the most relevant for people completing secondary education (Figure 7). People with higher education are mostly motivated by the desire to enhance the quality of their work and improve existing services. However, it is important to note that there are fewer people in the first category; therefore, the significance of previous education should be explored within larger groups.

We found that higher education (in tourism, if feasible) likely holds greater importance in obtaining a managerial position in large tourism companies and is often in tandem with experience [57], but it has a moderate impact when it comes to starting a business. The explanations come either from the relatively low entry barriers in the sector (as previously mentioned) or the pragmatism of decisionmakers, which may prioritize relevant experience in the field (in tourism, in managerial positions) over formal high education or corporate experiences, the so-called “ivory tower” mentality [12,54,56]. We have thus confirmed the essential role of human capital, emphasizing that experience, education, and qualification positively impact business performance [55].

6. Discussion

From the standpoint of the primary objective of our research, an overview of the entrepreneurial and managerial environment in the specified area, the link between entrepreneurial (and managerial) opportunities and motivations, and the development of innovative and sustainable tourism businesses, the analysis of the thirty-two interviews highlighted four types of strongly interconnected motivations. There are two personal/intrinsic motivations: (a) to improve the quality of work, including (financial) independence, and (b) self/professional development. Two external extrinsic motivations were identified: (c) improving existent services and (d) responding to an opportunity.

Summarizing the conclusion of the analysis of these motivations, as highlighted in the word map, entrepreneurs in Baile Felix Spa Resort aspire to develop a (family) business, providing superior, novel, diverse, or enhanced services in tourism, especially in the hotel industry, with the aim of achieving independence.

All four motivations were analyzed using NVIVO 14 software in order to classify them into five categories. Based on these observations, we can highlight several future hypotheses to be tested and validated on larger samples:

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Women tend to be more practically oriented and are motivated by improving work conditions and existing services;

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The perception of business opportunities is not gender biased in the area of the tourism industry;

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Hotel managers are primarily motivated by the desire to improve existing services;

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Small business owners are motivated by the need to improve the quality of work and achieve independence;

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Individuals with no relevant prior experience are motivated by their expectations for work quality improvement.

Our results largely confirm the literature on these topics: tourism is a fertile ground for various entrepreneurial initiatives or professional development [8,9,10]; however, the relatively low entry barriers (capital, qualification, experience) [11,15] attract many enthusiastic individuals. These individuals are often overconfident, seeking immediate success, anticipating a balance between work–family–independence, and thinking that they will be able to introduce superior and distinctive services [28,42,43]. Our conclusions highlight the interconnection between internal and external motivations, with entrepreneurs seizing an identified opportunity while wanting to increase independence or the overall improvement of the quality of work.

This applies particularly to small business owners, many of whom are attracted to the area due to the economic expansion, business proximity, or certain prerequisites (location, the possibility of building a guesthouse house on previously owned land, etc.). On the other hand, large hotel managers, as anticipated, adopt a more realistic perspective: they align their career goals with business expansion and quality enhancement, relying on the revitalization of the resort and health and spa tourism, and they invest in aligning with the modern trends that are reshaping this tourism sub-sector [123,125,133].

We explicitly confirm our previous research results on this topic [17,134], which emphasized the greater involvement of hotel managers (compared to small business owners) in the overall development of the resort. They actively contribute to promoting innovative services aligned with emerging trends in health and spa tourism, useful both for the businesses and resort revival and the general prosperity of the area (community, jobs, infrastructure, image, etc.). Confirming previous studies [47,83,84,135,136], we found that family support and involvement, although essential in the initial stages of the business, may hinder innovation in terms of innovation, international openness, or transition to more performing entrepreneurial ventures.

Our results also highlight the absence of gender discrimination and a remarkable orientation of women entrepreneurs towards the practical aspects of the businesses they own or manage. These findings align with the literature in the field, suggesting that businesses led by women do not differ significantly (compared to those led by men) in terms of the number, quality, or innovativeness of the identified opportunities [48,67,75]; increasing expectations that the career opportunities and social status provided by this sector will also improve individual attitudes towards gender equality [66,67,73]. However, due to some commitments (usually self-assumed), they are oriented more towards finding a business–family–life balance, working conditions, promoting (in a more personal way, closer to the tourists’ expectations) relaxation and treatment services, and the attractiveness of tourism in the local and sectoral context. This aspect has also been noticed by Carter et al. [71], Figueroa Domecq et al. [63], and Badulescu and Badulescu [28].

7. Conclusions, Implications, and Main Limitations of This Study

The theoretical and practical contribution of our research is revealed in several directions: the advancement of research in the field and the provision of recommendations for businesses, policymakers, and the community as a whole.

Our study reveals, once again, the role of qualifications, work experience, and education in identifying opportunities, and also the differences imprinted by the context, size, and ownership of the business. The lack of gender discrimination is accentuated along with the distinctive objectives of women’s businesses (managed or owned). Finally, the lack of experience and confidence in the provision of new and superior services goes hand in hand with the expectations of consistent performances, indicating that entrepreneurial overconfidence is a factor in both the launching and failure of a large number of businesses. Future research will need to deepen these relationships, such as the identification and exploitation of opportunities, the role of experience and overconfidence, ownership-related differences, business management, and the diminishing gender-specific characteristics in the tourism business.

From a practical point of view, our paper emphasizes that, in order to discover and capitalize on opportunities, managers and business owners must improve their experience and qualifications, keeping an open mind to new trends and opportunities, relying less on how easy it is to access this sector (based on particular favorable circumstances). Managers and entrepreneurs are advised to be alert, to leverage their knowledge and networks considering the perspectives of the sector and the local business context, to relate to the trends and the future of this industry, and to be sensitive to fashion, technological innovation, and crises, but also to the quality and uniqueness of the services provided, which require considerable financial, human, and organizational resources. Considering the differences between motivations, as perceived through our four categories (gender, education, prior experience in the field, and type of business), we consider that a better understating of both opportunities and challenges, along with disseminating good practices in this business sector, would increase the success rates of these businesses.

Finally, decisionmakers and public administration should support entrepreneurial initiatives in their areas of competence and intervention by training the workforce for high-quality services, infrastructure modernization, consultancy for accessing public support measures, and national and international promotion.

An open and articulate debate, involving managers, entrepreneurs, public authorities, community leaders, and various stakeholders, regarding the image and future of the resorts in the health and spa tourism sector, is necessary. Such a debate should analyze the fundamental orientation of this sector towards the restoration of the traditional resort (somewhat nostalgic and close to mass tourism, with medium profitability and risks) or embrace a modernized resort, with services in line with new trends (somewhat exclusive, close to an affluent and sophisticated clientele, with a higher return, but more exposed to risks). Exploring the possibility of the coexistence of these two trends is crucial. A careful weighing of pros and cons, efforts, and possible outcomes would be beneficial to businesses and the overall development of the area, with applicability in regional, national, and international contexts.

The relatively small number of respondents and the narrow geographical area, Baile Felix Spa Resort (Romania), where our study has been conducted, may be seen as having limitations. Even if the chosen context is representative (in terms of evolution, dimensions, diversity of touristic flows, and the structure of the supply, managerial, and entrepreneurial initiatives), our endeavor has limited relevance. Consequently, in order to overcome this limitation, we intend to perform a quantitative test of our concluding hypotheses on a larger sample of respondents in order to assess their impact on the business environment. Additionally, for the purpose of improving the sample representativeness and reducing subjectivity, we aim to expand this study to other similar businesses in tourism in different areas of Romania and Europe. Through this approach, we strive to determine general aspects relevant to theory and practices in the field and identify local particularities, challenges, and success factors that contribute to a better understanding of health and spa tourism within a national and regional context.