The purpose of this paper is to develop an understanding of the internationalisation prospects of Chinese domestic hotel firms.
This study examined the Jin Jiang Hotel Group, China's largest domestic hotel firm. The qualitative method of semi‐structured personal interviews was selected in the design of this exploratory study to address the research question: What are the factors guiding Jin Jiang's considerations for internationalisation? Personal interviews were conducted with the senior corporate headquarters' management in Shanghai.
The findings indicate that the firm is in a stage of pre‐internationalisation in its organisational development, and has adopted a cautious and passive approach on its path towards internationalisation. This paper identifies company abilities, government support, marketing and brand strategy, network and management standards, state‐owned enterprise (SOE) related problems, human resources and other external opportunities/challenges as factors that may affect the firm's internationalisation.
This paper develops a better understanding of the evolution of Chinese SOEs' internal capabilities as internationally competitive providers of hospitality management services. It also explores the nature of relevant relationships that will determine the activities, pace, and progress along such firms' internationalisation paths. The paper specifically provides understanding of a firm's prospects of internationalisation, internationalisation activities that the firm has already undertaken, factors that support or inhibit internationalisation, and future intentions and plans for internationalisation.
This paper analyses factors underlying a Chinese SOE domestic hotel firm's approach to internationalisation. While most internationalisation studies are conducted after the firm has already internationalised, this study examines the pre‐internationalisation stage.
Gross, M. and Huang, S. (2011), "Exploring the internationalisation prospects of a Chinese domestic hotel firm", International Journal of Contemporary Hospitality Management, Vol. 23 No. 2, pp. 261-274. https://doi.org/10.1108/09596111111119365Download as .RIS
Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited