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Employee turnover is a significant challenge for human resource management (HRM) strategies and organisational performance. This study seeks to present findings drawn from an extensive survey of labour turnover in the Australian accommodation sector. A particular focus is placed on turnover rates and costs.

Based on labour turnover literature and an industry panel, an online survey was designed and distributed to four‐ and five‐star hotels across Australia. Human resource managers from 64 hotels participated in the survey, providing a representative sample and a response rate of 29 percent.

The research shows that the major costs are attributed to labour turnover. These are costs that both the industry and individual operators should examine closely, as they impact substantially on hotel operating costs and profitability. It also indicates that the levels of service, consumer experience and value may be impacted.

A limitation of the study is its main focus on tangible labour turnover costs. Additionally, findings based on four‐ and five‐star hotels may not apply to other accommodation sectors.

The literature on hotel labour and turnover costs is limited and the paper provides the first major study in the Australian context, adding new knowledge to one's understanding of labour turnover and cost impact on hotels. It also suggests areas where hotels may better address the turnover issue.

This paper examines organizational climate and organizational culture within a hotel industry framework. An argument is put forward that there is a causal link between good organizational climate and the level of service quality in a hotel. Organizational climate is also examined within the service quality framework to explore the effects of its integration into quality initiatives. A conceptual model of organizational climate and service quality and performance is presented that provides an explanation of the linkage between organizational culture, organizational climate, service quality, customer satisfaction and hotel performance.

This paper aims to review the past, current and future trends in human resource management (HRM) in the hospitality industry, with a specific focus on large international hotels. The setting of this review is within the context of general HRM theory development.

This paper provides a detailed review of the literature, background, issues and trends in HRM. It moves from the generic HR review to examine the hospitality industry and specific identifiable trends and issues. Additionally, personal communication with senior industry executives is used to highlight specific areas.

Issues of training and skills development and of service quality are as important in the future as in the past. Technology is now set to revolutionise the way HRM is conducted. Generational change and how Generations X and Y view work require new approaches for HRM. Casualisation and outsourcing will become more dominant methods of employment. Strategic human resource management (SHRM) and its practices have the flexibility to add value to future hospitality firm performance. The future of HRM in the hospitality industry will need to take into account the various trends but will also be influenced by local circumstances.

This is a conceptual paper based on a review of literature that addresses a large area of both generic and hospitality HRM, and focuses on a specific section of the hospitality industry: large international hotels.

The paper provides a basis for understanding how the various HRM trends are developing, and addresses the steps required to meet future challenges in the industry.

The value of the paper is in its identification and analysis of the major trends in HRM and the implications these hold for the future of the hospitality industry.

Traditional innovation typologies within the extant literature are not compatible with the innovation levels found within the Australian outdoor hospitality parks (OHP) sector, given its tourism and small business characteristics. This paper seeks to introduce an innovation typology specific to the Australian OHP sector.

A two‐phase qualitative research method was employed, whereby 30 semi‐structured interviews were conducted with OHP operators/administrators who were identified as being “innovative” by four industry executives. Based on the 30 interviews carried out in Phase 1, six industry individuals who demonstrated a wider and deeper approach to innovation than the others were further interviewed in Phase 2.

A small percentage of Australian OHP industry operators and executive officers showcase a level of innovation that is beyond incremental in character, but is not radical, revolutionary or disruptive. This group of “strategic innovators” are the first to adopt ideas from other sources and adapt them to fit within the Australian context. These new ideas are introduced in three‐ to four‐year increments, providing the individuals with sufficient time to assess the market's reaction to the changes, and to measure increased value to their situation. The three‐ to four‐year time span dovetails with the length of time taken by the majority of competitors to imitate the new concepts.

The paper introduces an innovation typology applicable to the Australian outdoor hospitality parks sector.

Provides a brief review of the organisational change process literature and its applicability to the hotel industry. It also uses an international hotel as a case study to introduce the organisational change process. The method of change is significant because it builds on an in‐house educational programme that was first piloted in the company’s Australian property. This in‐house programme has now been taken as a model to be utilised in other company properties.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Many major industries continue to feel the effect of the prevailing economic uncertainty. But tourism, hospitality and leisure is one sector showing signs of being able to buck this unwelcome trend. The number of international tourists is no longer falling and significant expansion is evident in China, India and other developing nations. Growth invariably heightens competition though and it's no different here. This situation applies to multinational organizations and smaller domestic companies alike. Regardless of size, operators must therefore meet existing and new challenges in order to succeed. In an industry like this, such a comprehensive set of demands places an organization's human resource management (HRM) firmly under the spotlight.

The paper 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.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Although many companies have become financially weak in the current economy, Blue Diamond Growers, a worldwide producer and marketer of almonds, and Harley‐Davidson, Inc., are thriving. While other companies are cutting back on production and staffing in order to maintain a financial foothold, Blue Diamond and Harley‐Davidson remain strong in their respective industries: Blue Diamond processes and packages one‐third of the world's almond crop each year, and Harley‐Davidson has cornered 60% of the market for heavyweight motorcycles.