Learning by example: Benchmarking organizational culture in hospitality, tourism and leisure SMEs

Abstract

Purpose

To provide positive benchmarking examples of hospitality, tourism and leisure small management enterprises in the area of organizational culture.

Design/methodology/approach

Extreme case sampling was used; locating information‐rich key informants or critical cases. A total of 89 small businesses were researched including hotels (and guest houses), restaurants, pubs, visitor attractions and leisure opportunities.

Findings

Semi‐structured interviews were analysed using an iterative approach based on the assumptions of Argumentation Theory. Results suggest that best‐performing small to medium‐sized (SME) operations in the hospitality, tourism and leisure industry share certain elements of culture including: supporting values such as building the future together, cooperative setting of missions and strategies, development of teamwork and organizational learning.

Research limitations/implications

The research completed is illustrative of positive benchmarking elements of organizational culture. Further research, however, could also look at negative features which may hinder the success of hospitality, tourism and leisure industry SMEs.

Practical implications

The work provides clear suggestions for hospitality, tourism and leisure industry SMEs to improve managerial practice, focusing on five main cultural dimensions: organizational performance, teamwork, building the future together, building the ability to learn, and collaborative setting of strategies.

Originality/value

This paper begins to fill the gap of a very under‐researched area: benchmarking organizational culture in hospitality, tourism and leisure industry SMEs. Both academics and practitioners will find it very illuminating.

Citation

Kyriakidou, O. and Gore, J. (2005), "Learning by example: Benchmarking organizational culture in hospitality, tourism and leisure SMEs", Benchmarking: An International Journal, Vol. 12 No. 3, pp. 192-206. https://doi.org/10.1108/14635770510600320