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The purpose of this paper is to investigate the following expatriate issues as related to the hospitality industry, from the perspective of practitioners: the most important management skills hotel expatriates should possess, whether these skills vary by the country of origin of the expatriate and parent company, and the most effective cross‐cultural training activities provided by hotel companies.

Data for this exploratory study was obtained from a sample of 66 respondents from lodging organizations with membership in the International Hotel and Restaurant Association (IH & RA). Data was collected by means of self‐administered, web‐based surveys.

Participants in this study indicate that expatriate management skills vary in importance for hotel expatriates. The results of the analysis of variance demonstrate that the importance placed on the different expatriate management skills varies based on country of origin of both the expatriate and the parent company. Respondents and companies originating in different countries place more importance on certain expatriate management skills than others. Analyses also indicate that seven of nine cross‐cultural training activities provided by the parent company are perceived to be effective for the success of an expatriate assignment.

This study suggests that opportunities do exist for international hotel companies to better prepare hotel expatriates for foreign assignments by integrating more effectively issues of cultural awareness into their preparation programs. Additionally, although it may appear counter‐intuitive for a future expatriate to focus on the structure and processes of the home company before embarking on a foreign assignment, the results of this study suggest that such knowledge is very valuable.

While studies investigating expatriation management in the mainstream literature have been growing recently, only a handful of published studies have explored the issue in the hotel industry. Answers to the research questions that guided this study add to our knowledge and enhance our understanding of the issues related to expatriation management within the context of the hotel industry. The present study generated fruitful avenues, especially with regard to the issues related to the variation of management skills according to the country of origin of participants and parent company.

Hotels conducting international business are acknowledging the importance of an expatriate general manager (GM), to increase the effectiveness of their knowledge management system through the sharing of knowledge between expatriates and local employees. In the aspect of comparative leadership studies, this study attempts to compare and analyze the effects of knowledge sharing (KS) efforts, which are competencies of expatriate GMs and local GMs, on employee trust, organizational KS and employee loyalty.

Data were collected from employees of 7 hotels managed by expatriate GMs among 16 franchising luxury (5-star) hotels, and from employees of 6 hotels operated by local GMs among 9 local luxury hotels located in Korea. Structural equation modeling method using SmartPLS 3.3.3 was used to analyze the data.

Expatriate GM’s two-way KS influences affective trust but does not influence cognitive trust. Affective trust influences cognitive and organizational KS but does not influence employee loyalty. Cognitive trust does not influence organizational KS but influences employee loyalty. Finally, organizational KS significantly affects employee loyalty. In addition, in the analysis comparing the estimates between expatriate and local GM group, significant differences in groups were found for the impact of GM’s two-way KS on cognitive trust, for the impact of affective trust on organizational KS, for the impact of affective trust on employee loyalty and for the impact of cognitive trust on organizational KS.

This study shows that knowledge management designs need to consider different effects of expatriate GMs’ and local GMs’ capabilities on employee attitudes and behavior considering cultural impacts. Expatriate GMs will greatly benefit their effort for KS by assuring employees that they are attentive to their needs, interests and problems.

This study not only contributes to the existing social capital theory but also provides managerial implications for human resources management in the hospitality field through a comparative study of KS efforts of expatriate and local GMs.

In Malaysia, globalization has increased the number of multinational hotel chains and independent five-star hotels employing foreign professionals, interns and labourers. This study aims to explore the benefits and challenges for hotels of the many foreigners working in Malaysia.

Semi-structured interviews were conducted with Malaysian hotel managers concerning employment of foreign workers.

The results indicate that the employment of foreign workers benefits customers, enlarges the hotel’s network of industry contacts and enhances the knowledge, professionalism and service culture of the hotel workforce. This study identified challenges for the foreign workers such as culture shocks and problems with learning the Malay language.

This is an exploratory qualitative study conducted prior to the outbreak of COVID-19. The unemployment issue is worsened as COVID-19 spreads globally. To the best of the authors’ knowledge, this is among the first study to examine the positive and negative impacts of foreign workers employment in hotels in Malaysia.

The employment of foreign workers reduces the availability of jobs for locals. Recommendations are provided for locals to improve their employability and for hotels to better host international interns.

This study highlights the need for balance between the benefits of foreign workers employment, and its challenges such as local unemployment.

To the best of the authors’ knowledge, this research is among the first in the international human resources management literature to provide a first-hand perspective of employment of expatriate managers, foreign labourers and interns in hotels in a Southeast Asian developing country.

Whether expatriate cross-cultural training programs significantly influence expatriate adjustment has been debated for more than two decades. The purpose of this paper is to examine a pivotal variable not yet addressed in the literature: the expatriate's perceptions of the employer's investment in the training (termed “perceived corporate training investment”: PCTI).

Completed surveys were collected from 71 hotel expatriate managers stationed around the globe.

When an expatriate manager perceives that his/her company's investment in expatriate training (PCTI) exceeds industry standards, it leads to enhanced work adjustment. Interestingly, PCTI is also found to significantly influence the expatriate's general adjustment in the foreign culture. A firm's organizational learning climate mediates the relationship between PCTI and both forms of adjustment (work and general).

It could prove informative for future research to model additional variables in these relationships, such as an expatriate's spousal support.

These findings suggest that firms should not only invest in expatriate training, but should also communicate to their expatriates the extent and importance that they assign to investment in training to foster a positive learning climate that in turn improves adjustment.

This research is the first to examine perceived corporate training investment (PCTI). Since PCTI is found to ultimately influence an expatriate's work adjustment and general adjustment, it is a key variable that should be considered by multinational hotel firms.

This paper has analysed the impact of the South East Asian crisis on the recruitment strategies of multinational hotel companies. In the paper a brief review of expatriate recruitment is conducted. From this review a number of strategies of recruitment are identified. The paper proceeds to use the method of environmental scanning to analyse how the South East Asian economic crisis may affect the usefulness of these strategies. In conclusion the paper introduces a process of expatriate recruitment and shows how the process could help address some of the difficulties that may arise as a result of the crisis.

The paper seeks to illustrate that a holistic selection, training, and organizational support approach encompassing variables such as the expatriate's family status, emotional intelligence, dietary and exercise habits, and his/her learning orientation is needed to enhance the odds of the expatriate's success.

The argument brought forth in this article is the product of a literature review drawing upon multiple streams of current research.

The holistic approach to expatriate selection, training, and organizational support detailed in this paper should be employed by multi‐national hotel corporations.

This information should benefit hoteliers since the industry is currently experiencing a high rate of expatriate failure.

No research to date has addressed the issue of expatriate failure from this holistic viewpoint.

With the ever increasing globalization of the hospitality industry, an exploration of the issues facing international hotel managers in Russia is both timely and important. The ability to manage people in an international context is one of the greatest tests of managerial skill and, in many novel cultures, success is dependent not only on the managers’ technical and professional expertise but also on their understanding of the local culture and local staff. There are many important cultural factors that impact on the expectations and attitudes of Russians about work which are therefore essential for managers to appreciate and understand. The paper highlights the range of challenges that exist and illustrates those that arise from cross‐cultural differences between eastern and western expectations, as well as the range of diverse organizational cultures within Russia’s hotel industry. Managers must be aware of these differences and develop appropriate skills and competencies to help them adapt their style accordingly.

In the hotel industry, exceptional service failure recovery is a key determinant of customer satisfaction and loyalty. Western‐based hotel corporations should adapt their failure recovery training programs for their properties in China. Adjustments are necessary because of differences in cognitive processing. Modifications are also required due to various Chinese cultural characteristics.

The purpose of this paper is to offer an overview of the existing English literature concerning the development of China's hotel industry by means of reviewing the topic from three academic online databases.

The paper reviews published studies found in refereed journals that can be accessed online via Emerald Management Review, ProQuest Basic Search and EBSCO Host Web. A total of 66 refereed journal papers were found over the period 1984‐2007. They were grouped into four major themes: strategy and development; marketing; service quality and human resources management.

Research on China's hotel development grew rapidly with the rise of China's hotel industry, reflecting the situation, problems, challenges and opportunities affecting hotel development. Strategy and development is a dominant theme, accounting for 43 per cent of all papers.

The paper summarises research on China's booming hotel industry, offers a general review of its historic development and identifies current important issues. The authors recommend further research opportunities examining career development and job satisfaction in China's hotel industry.

This paper is one of the first to profile research related to the hotel industry in mainland China. By grouping the published studies into four major themes, this study clearly demonstrates key emerging issues in China.

This paper aims to profile the Worldwide Hospitality and Tourism Themes issue “What are the issues facing human capital development in the hotel industry in Nigeria and how might they be addressed?” with reference to the experiences of the theme editors, contributors from industry and academia and the theme issue outcomes.

This paper uses structured questions to enable the theme editors to reflect on the rationale for their theme issue question, the starting-point, the selection of the writing team and material and the editorial process.

Concerns have been raised about the absence of a strategic government policy for human capital development in Nigeria’s tourism sector, a task that individual businesses address in a fragmented and inefficient manner – and sometimes not at all. Likewise, a weak regulatory framework has given rise to imbalances in the employment relationship and business operations that do not create an enabling environment, a primary condition for developing knowledge, skills and attitude to acceptable service levels.

This paper reflects a sustained dialogue between leading Nigerian academics and senior industry practitioners about the barriers to workforce development and ways of unlocking the potential that exists for employment and professional development in hospitality and tourism.

This paper reports on the first comprehensive set of discussions between academics and practitioners about the human capital development challenges facing the hospitality and tourism industry in Nigeria. Specifically, the theme issue identifies key action steps needed to keep pace with industry development in Nigeria – the largest and fastest growing market in Africa.