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The purpose of this study is to identify the characteristics of a blue ocean strategy (BOS) in selected hotels in Taiwan.

Semi‐structured interviews and the grounded theory approach were applied in this study. A total of 32 senior and top managers working in the corporate executive office and the divisions of rooms and marketing were selected from international tourist chain hotels and resorts for semi‐structured interviews.

The results show that the features of BOS are identifying guest value perceptions, innovating distinctive added‐value offerings, developing new market segments, branding and re‐branding, creating a unique hotel ambience, adjusting distribution channels, and establishing strategic alliances.

The study suggests that in the sampled hotels, hoteliers should integrate a demand‐based pricing strategy with a supply‐based product‐development strategy. Organizational effectiveness could be further advanced in those hotels by the introduction of revenue management based on the determination of variations in guest demand, making it possible to offer different pricing strategies to diverse market segments.

The results show that the sampled hotels should be able to create unique products and services for customers that strengthen their competitive positions in the marketplace of international tourist hotels in Taiwan. This study advances academic knowledge in the field of organizational effectiveness, particularly with respect to managing customer demand and capacity in the hotel industry.

The purpose of this study is to empirically investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness.

The research samples have been drawn from all levels of employees in the organizational hierarchy of international tourist hotels in Taiwan. The questionnaires were distributed to 1,200 participants across nine international tourist hotels in Taiwan. These hotels are globally managed or franchised by international groups of hotels and resorts.

Of 499 usable questionnaires, the results suggest that knowledge sharing would facilitate the transformation of collective individual knowledge to organizational knowledge without the existence of orphaned knowledge and knowledge depreciation. Furthermore, this would result in the advancement of organizational learning and eventually, the enrichment of organizational effectiveness.

The more individual intellectual capital is transferred to organizational assets, the greater the degree of strength of organizational capabilities will become. If organizations do not implant mechanisms for storing that all employees collectively learn, effects are not enduring. There would furthermore be a limited contribution to organizational learning.

This study contributes to KM literature that suffers from a paucity of research on the empirical examination of this subject.

This paper presents data from two case studies showing the enhancement of organizational effectiveness, which can proceed through knowledge sharing amongst employees. The main purpose of this paper is to elaborate the content of knowledge which employees share in two researched hotels, and to explore some key approaches which are utilized for sharing knowledge. It also investigates some key factors which can inhibit the effectiveness of the knowledge sharing process. Semi‐structured interviews were conducted in this study. The research sample consisted of 26 individual interviews with employees from the top to the front‐line levels of management hierarchy from two international five‐star hotels. The evidence shows that first, all interviewees agreed with the importance and necessity of sharing knowledge. Second, it shows that the sharing climate seemed to be informal. The implication of this research for senior managers is to reinforce their understanding that the stronger the knowledge sharing climate an organization has, the greater the degree of organizational effectiveness that it achieves.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

The importance of knowledge sharing within companies came to prominence in the early nineties, and one of the more interesting industries it can be applied to is the hotel and catering sector. Multi‐national brands such as Marriott International Hotels and Ritz‐Carlton Hotels have been aware of the importance of knowledge sharing for some time, and have implemented schemes to maximize its benefits. But while major hotel companies can be expected to follow the latest management trends, how are these theories relevant to smaller companies operating in a young market such as Taiwan?

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

This study aims to explore the extent to which internal marketing influences employees’ perceived ability to deliver service quality in the Islamic banking industry in Oman. Additionally, the influence of perceived service quality on perceived customer satisfaction is established.

Data was obtained from retail banking branch employees at the customer front line of Islamic banks in Oman using electronic and person-administered surveys, and 272 responses were deemed suitable for data analysis. The measurement and structural models were measured through structural equation modelling.

The findings show that internal promotion, internal process and internal purpose are enablers of employees’ perceived ability to deliver service quality in the Islamic banking industry of Oman. In addition, service quality was found to have a strong positive influence on perceived customer satisfaction in Islamic banks.

This study demonstrates that internal product, internal price, internal promotion, internal process and internal purpose are influencers of service quality, and the latter has a direct relationship with perceived customer satisfaction in Islamic banking.

The findings can guide the Islamic banking sector in Oman on how internal marketing can foster service quality, ultimately leading to positive perceived customer satisfaction experiences.

The internal marketing mix model is predominately a Western model, which has been tested primarily in mature Western markets. This study reflects on ten internal marketing mix elements, which have been tested for the enablement of service quality and perceived customer satisfaction in Oman.