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Talent management in the hospitality and tourism industry: the role of societal and organisational culture

Foteini Kravariti (Department of Organisations, Systems and People, Faculty of Business and Law, University of Portsmouth, Portsmouth, UK and Department of Management Science and Technology, Athens University of Economics and Business, Athens, Greece)
Stefan Jooss (UQ Business School, The University of Queensland, Saint Lucia, Australia)
M. Claudia Tom Dieck (Department of Operations, Technology, Events and Hospitality Management, Manchester Metropolitan University, Manchester, UK)
Paraskevi Fountoulaki (Department of Operations, Technology, Events and Hospitality Management, Manchester Metropolitan University Business School, Manchester, UK and Fereniki S.A., Chania, Greece)
Farhad Hossain (Global Development Institute, The University of Manchester, Manchester, UK)

International Journal of Contemporary Hospitality Management

ISSN: 0959-6119

Article publication date: 1 October 2024

169

Abstract

Purpose

The purpose of this paper is to examine the role of societal and organisational culture on talent management (TM) within the Greek hospitality and tourism (H&T) industry. Specifically, this study tests societal culture’s effect on TM approaches and the mediating role of organisational culture.

Design/methodology/approach

In this quantitative study, the questionnaire sample included employees of all hierarchical levels from three hotels located in northern, central and southern Greece (n = 188). Data analyses were carried out by using the PROCESS Version 4 macro in SPSS.

Findings

The results show that neither societal nor organisational culture are decisive factors in impacting the perceived TM approach. This might be due to the organisations imitating other firms without pre-establishment of societal and organisational fit.

Practical implications

This study emphasises TM’s alignment with both societal and organisational culture. Given the context-specific nature of TM, achieving culture fit can enhance talent acquisition, retention and engagement, ultimately leading to improved talent and overall organisational performance.

Originality/value

This study integrates more centrally a cultural lens into the TM discourse. It provides empirical evidence of TM approaches in the Greek H&T industry, drawing on a multi-stakeholder sample including managers and talents.

Keywords

Acknowledgements

The authors would like to express their gratitude to Prof. Karen Johnston for her valuable insights during the review of the manuscript iterations.

Citation

Kravariti, F., Jooss, S., Tom Dieck, M.C., Fountoulaki, P. and Hossain, F. (2024), "Talent management in the hospitality and tourism industry: the role of societal and organisational culture", International Journal of Contemporary Hospitality Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/IJCHM-04-2024-0522

Publisher

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Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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