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Socialization control and market entry modes in the international hotel industry

Judie Gannon (Department of Food, Nutrition and Hospitality Management, University of Huddersfield, Huddersfield, UK)
Keith Johnson (Department of Food, Nutrition and Hospitality Management, University of Huddersfield, Huddersfield, UK)

International Journal of Contemporary Hospitality Management

ISSN: 0959-6119

Article publication date: 1 September 1997

4803

Abstract

Relates the type of expansion strategies used by international hotel groups to approaches to ensuring organizational cohesion within these organizational settings. Achieves this by exploring dimensions of control and co‐ordination of managerial resources. Uses a case‐study approach which concentrates on the human resource management function to highlight current experiences in six different hotel companies and identifies their engagement in high degrees of social control. This result may be easily understood where the company both owns and operates its properties; however, the evidence suggests that franchising, a mechanism which is often seen as allowing hotel unit investors or franchisees considerable latitude in running the operation, is also susceptible to social control through management transfer and development policies.

Keywords

Citation

Gannon, J. and Johnson, K. (1997), "Socialization control and market entry modes in the international hotel industry", International Journal of Contemporary Hospitality Management, Vol. 9 No. 5/6, pp. 193-198. https://doi.org/10.1108/09596119710172543

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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