Search results

This study aims to examine the effects of different dimensions of national culture on corporate social responsibility (CSR) activities of hospitality firms, including lodging, casino and restaurant firms.

This study performs a panel regression analysis to examine the effect of Hofstede’s national culture dimensions on the total CSR score, positive CSR score and negative CSR of the sampled hospitality firms. The sample period spans fiscal years 1993 to 2011and 365 firm-year observations are used for the study’s analysis.

This study finds a positive and significant effect of uncertainty avoidance on the total CSR score. Further, the study’s results show a positive and significant effect of power distance both on positive and negative CSR scores, while individualism appears to have a negative and significant effect both on positive and negative CSR scores. Masculinity reveals a negative and significant effect on the positive CSR score.

Although the study’s results may not be generalizable to private or non-hospitality firms, according to the findings, multinational hospitality firms are encouraged to conceive a CSR portfolio consisting of localized CSR strategies that consider the effects of national culture on CSR.

This study contributes to the body of hospitality literature by filling the void regarding the relationship between national culture and CSR. At the same time, the findings of this study serve as guidelines for multinational hospitality firms’ implementing CSR activities.

The purpose of this paper is to examine corporate social responsibility (CSR) issues in the context of the hospitality industry and offer some avenues for future research.

The paper reviews several domains of CSR and takes stock of some exemplar research from hospitality management pertaining to each domain. Particular note is taken of research that explores CSR issues outside the Western world. Several unanswered questions are then noted along with suggestions for future research.

Based on prior literature, four CSR domains were identified as instrumental, social/legal/political, ethical and environmental. CSR issues in hospitality research have predominantly focused on the instrumental domain while there is scant research on other domains. CSR adoption in the multinational context was identified as due from stakeholder pressures, competitive environment and cultural environment.

The paper identifies some unanswered questions in transnational operations of hospitality firms and suggests avenues for future research.

The paper recommends that due attention must be given to contextual issues in the conceptualization, focus and practice of CSR by multinational hospitality firms.

The paper offers a review of hospitality research on various CSR domains. It offers some unanswered research questions that may spur future research, discussion and debates among academics, students and executives.

The purpose of this study is to review the hospitality and tourism strategy literature to identify trends related to key topical areas of research. The study objectives include identifying hospitality and tourism strategy challenges; presenting a synthesis of frequent strategy topics; and identifying opportunities for future research.

Earlier studies in the hospitality strategy literature were reviewed and synthesized to identify trends, gaps and opportunities.

Hospitality strategy research continues to improve and extend the boundaries of strategic thought in the hospitality literature. In assessing the literature from 1980 to 2013, it was apparent that the literature was following the mainstream trend of combining theoretical perspectives to some degree as well as applying more process-based concepts to hospitality strategy research. There were several challenges for propelling hospitality strategy research forward; these included the educational infrastructure, theory development and the quantity and quality of researchers in the field.

Given the depth and breadth of the strategy topics and research, it was difficult to ensure sufficient coverage was provided in the limited space of one journal article.

The study provides a good foundational understanding of where the hospitality strategy research had been and the trajectory of where it was headed. Further, it serves as a valuable resource for current researchers and those entering this area of research.

The purpose of this study was to examine the characteristics of mainland Chinese hotel firm internationalisation relative to traditional Western internationalisation theory through an analysis of the Shanghai Jin Jiang International Hotels Group’s joint venture with the Thayer Lodging Group to acquire Interstate Hotels & Resorts.

The case study method was used to examine the three firms involved in the joint venture acquisition. The technique of elite interviews was used to collect primary data. Semi-structured personal interviews were conducted with senior corporate executives who were engaged as principals with the conception, execution and administration of the joint venture. Content analysis was performed with the interview data, seeking themes and patterns consistent with the study purpose.

The findings demonstrated specific characteristics that distinguish the internationalisation that Jin Jiang has pursued. The five distinctive characteristics were as follows: a “leap” market entry mode, a pattern of “a small fish eats a big fish”, a preference for purchasing hotels in the West, capital sourcing from Chinese banks and strategic rather than operational control of the acquired firm.

The findings indicate both similarities and differences between the China context of hotel firm internationalisation and that of Western firms. Theoretical implications are examined through an analysis of Dunning’s OLI (ownership, location, internalisation) framework. Generalisability of empirical findings may be limited by the China context and the unique combination of three firms.

The findings advance our understanding of the relationship between Chinese and Western practices, particularly in the approaches that firms take in internationalisation.

The story reported in this paper is about the first firm internationalisation endeavour in the mainland Chinese hotel industry. This is a landmark event for the international hospitality industry that will have historical significance, and represents the leading edge of mainland Chinese hotel firm cross-border expansion. This study contributes an early analysis of how the Chinese hotel sector may approach internationalisation.

The purpose of this paper is to test whether a hospitality worker's degree of individualism/collectivism influences his/her organizational citizenship behavior (OCB), comfort with empowerment, and leader‐member exchange (LMX) in the workplace.

Hypotheses were tested through the use of a sentence completion experiment conducted on American and Korean hotel workers. To increase generalizability, results were then replicated through the use of an identical sentence completion experiment conducted on American and Korean restaurant workers.

This research first confirms the notion that hospitality workers in a collective nation are more apt to possess a collective mindset in their work environments than those in an individualistic nation. Moreover, this research finds that hospitality workers in a collective nation demonstrate more OCB, possess lower comfort levels with empowerment, and possess higher levels of LMX than hospitality workers in an individualistic nation.

It would prove informative for future research to test these relationships in other contexts and settings.

These findings demonstrate the need to consider country culture when interpreting and managing OCB, employee empowerment, and LMX tendencies in hospitality settings.

Research that examines the influences of individualism/collectivism on OCB, comfort with empowerment, and LMX is scarce.

The purpose of the study is to explore the strategic growth challenges for the hospitality industry in the context of India. As the tourism industry is growing, Indian and global firms face new challenges which need to be addressed.

The study involved obtaining practitioner insights by conducting an industry round table discussion with senior managers who are in leadership positions with international and national hotel brands. The data so collected were then corroborated by a literature review.

The major challenges are in the domains of human resources (in terms of skill and knowledge base), land acquisitions, technology deployment as a strategic tool and understanding the dynamics of new generation consumers.

The paper has policy implications for both industry practitioners and government bodies setting up governing mechanisms for this industry segment.

There is very little formally documented research in the domain of hospitality management in an Indian context. This holds significance for other growing economies as well.

This paper aims to find alternative explanations for the use of long-term debt in the US restaurant industry from a behavioral perspective. The three-fold purpose of the present study is to examine the impact of CEO overconfidence on the use of long-term debt; explore how CEO overconfidence moderates the relationship between growth opportunities and long-term debt; and analyze the moderating role of CEO overconfidence based on cash flow levels in the context of the restaurant industry.

Using a sample of publicly traded US restaurant firms between 1992 and 2015, this study used generalized methods of moments with instrumental variable technique to analyze the panel data.

The findings of this study highlight the importance of considering behavioral traits of CEOs, such as overconfidence to better understand the US restaurant firms’ financing behaviors. This study found that overconfident CEOs tend to use more long-term debt when firms have greater growth opportunities and low cash flow.

Given that psychological and behavioral features of CEOs are critical in understanding the variations in corporate financing decisions and capital structure, shareholders and boards of directors of growth-seeking restaurant firms should incorporate the behavioral aspects of overconfident CEOs in the design of long-term debt contracts to mitigate liquidation risk while developing compensation practices that encourage overconfident CEOs to finance growth.

Despite its heavy reliance on long-term debt in the US hospitality industry, prior studies provided mixed findings for the determinants of long-term debt. This study makes a contribution to the literature by offering alternative approaches to examining long-term debt decisions among US restaurant firms.

Building upon previous research on country-of-origin. This study aims to investigate whether the effects of country-of-origin extend to the hotel industry, based on associative network and signaling theories.

Based on a self-administered survey with tourists in China, this paper investigates antecedents and outcomes of hotel brand image and the moderating role of a hotel’s brand origin.

Results reveal country, city and industry images positively influence hotel brand image. Hotel brand image then influences price perception, quality perception and overall satisfaction.

Country-of-operation image remains a relevant, powerful predictor of brand image; thus, hotels need to carefully manage country-of-operation image.

This paper incorporates and establishes the role of country-of-operation image on hotel brand image.

The purpose of this paper is to explore the importance of the political risk factor that, according to the literature, seems to excerpt a powerful influence in determining foreign direct investment (FDI) decisions by multinational firms. The first part of this paper is based on a thorough review of the literature concerning political risk, its definition, and how it relates to FDI. This part also aims to explore the current trend of academic publications as they relate to political risk and FDI. The second part is more critical in nature and attempts to explain the discrepancies determined by past literature, particularly when depicting the relationship between political risk and FDI. In its third part, this paper shows the importance of global expansion in the hospitality industry and the techniques applied in that sector in order to minimize political risk. The concluding comments, in the last part, are offered together with some recommendations to multinational corporate management.

Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools. This chapter suggests that developing sustainable talent management and development (STMD) initiatives can address the talent attraction and retention issues the industry is facing. Following Ostrom’s (2002) design principles, we advocate for sustainable common pool resource networks as a solution for developing durable STMD initiatives to address talent shortages within the hospitality industry.

Methodology: A conceptual chapter synthesising disparate theories in a new context.

Findings: Despite hospitality organisations’ continued investment in talent management, talent shortages remain systematically embedded within the industry. These are the result of a perennial competition among hospitality firms for talent, when, instead, these firms should engage in collective efforts to sustain industry talent pools. The adoption of a more sustainable approach by incorporating Ostrom’s (2002) design principles to establish long-lasting common talent pool resource in the form of industry rather than firm-level talent pools may halt the decline in available talent.

Research Limitation/Implications: While hospitality organisations have a vested interest in sustainably managing talent, limited attention has been paid to creating sustainable industry talent pools. We propose several design principles for developing durable STMD initiatives, which require empirical testing.

Practical/Social Implications: We address talent shortages for hospitality organisations by offering the blueprint for developing sustainable industry talent pools for a collection of firms, which, on their own, would lack the experience and resources to securing a steady supply of talent. In addition, industry talent pools also have the potential to improve the general working conditions for employees in this industry pool.

Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.