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Article
Publication date: 2 September 2021

Sandra Sun-Ah Ponting

This paper aims to use an organizational ethnography perspective to explore how subsidiary hotel properties of a multinational hotel corporation experience planned organizational…

331

Abstract

Purpose

This paper aims to use an organizational ethnography perspective to explore how subsidiary hotel properties of a multinational hotel corporation experience planned organizational identity (OI) change instituted by headquarters.

Design/methodology/approach

This study uses a multi-site approach to collect ethnographic data on organizational change from six hotel subsidiaries in California, USA. Over three years, multiple sources of data were collected including: 31 interviews with hotel subsidiary leaders; more than 100 participant observation hours including job shadows, conferences and meetings; and photographs and internal communication materials.

Findings

Multinational hospitality companies face struggles between corporate standardization and subsidiary localization. This paper reveals that when headquarters plan changes focused on employees at their subsidiaries, the ways the latter initially accept and resist change are significantly impacted by the organizational memory and history of subsidiary leaders. However, as time progressed, properties with strong financial performance continued to operationalize new identity initiatives while properties with poorer profit margins played a balancing act between headquarters’ visionary identity and subsidiary ownership’s revenue expectations. Additionally, the situational realities caused by the COVID-19 pandemic put a halt to all properties which amplified practical and emotional challenges of organizational ethnography in hospitality research.

Originality/value

This paper contributes to hospitality literature by introducing an under-researched concept, OI change and advances understanding of the struggles in managing multinational company change. More importantly, this paper is a stepping stone for future hospitality management to embark on organizational ethnography.

研究目的

本研究运用了组织民族志的视角来探索跨国公司旗下酒店如何经历由总部主导的计划性组织身份改变。

研究设计/方法/途径

本研究通过多点民族志方法收集了美国加州六个附属酒店关于组织变化的数据。在三年中本研究收集了多种渠道的数据, 包括:1) 31份关于酒店领导层的访谈资料; 2)100多个小时对职业见习和会议等的观察数据; 3)图片和内部沟通资料。

研究发现

跨国公司面临来自集团总部标准化和附属子公司本土化的挑战。本研究发现当总部计划对附属公司的员工进行改革的时候, 员工初始的接受或者反对会显著受到组织记忆和附属公司领导层历史的影响。然而, 随时间变化, 财务业绩较强的附属公司会继续奉行新的组织身份计划, 然而财务业绩较差的公司会采取平衡的策略来调节总部期待的愿景身份以及附属公司本身的收益预期。此外, 新冠疫情导致的所有产业停滞的局面也增大了运用组织民族志在酒店管理研究的实践和情绪方面的挑战。

研究原创性/价值

本文通过引入新的概念——组织身份变革, 以及通过推进关于管理跨国公司组织变化挑战的理解对酒店研究领域做出了贡献。更加重要的是, 本研究为今后的酒店管理研究领域的组织民族志学的研究创造了跳板。

Article
Publication date: 3 June 2019

Stefan Jooss, Anthony McDonnell, Ralf Burbach and Vlad Vaiman

To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by…

1148

Abstract

Purpose

To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by talent within the organisation. The purpose of this paper is to conceptualise how talent is defined in the context of the hospitality industry and to examine the degree of (mis)alignment among corporate and business unit leaders.

Design/methodology/approach

The paper uses a qualitative approach consisting of 73 interviews with stakeholders at corporate and business unit levels in three multinational hotel corporations. In addition, documents were collected and analysed to support the interview data.

Findings

Each organisation had a formal approach to conceptualising talent at a corporate level. Both inclusive and exclusive views on talent as well as a broad set of characteristics that make up talent were reported with the importance of organisational values being prominent. However, despite formal global policies being in place, considerable divergence in practice was found across organisational levels.

Practical implications

A lack of clarity on what talent means in an organisational setting may lead to an inconsistent talent identification process which may lead to negative perceptions of fairness among employees. This may, in turn, bring about disgruntled employees and increased turnover.

Originality/value

This paper provides empirical evidence to the limited body of knowledge on the conceptualisation of talent. The display of organisational values emerged as important to being labelled talent, a factor that has received scant consideration in the literature.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 10
Type: Research Article
ISSN: 0959-6119

Keywords

Book part
Publication date: 9 December 2016

Henry G. Iroegbu

An investigation of multinational corporations (MNCs) integration of the concept of community participation into the factors of needs and expectations revealed a significant…

Abstract

An investigation of multinational corporations (MNCs) integration of the concept of community participation into the factors of needs and expectations revealed a significant difference amongst MNCs’ strategic choice in their tourism market development in those African host countries. The findings identified only 16% of the participating MNCs integrated the concept of community participation. The integrators increased in growth more than the non-integrators of concept of community participation. It is concluded that MNCs need to realize that strategy involves forecasting and understanding the business environmental factors, planning on which applicable strategy to choose and implementing a strategy that is rewarding to both the corporation and the host community with minimum risks.

Article
Publication date: 1 April 1996

Sandro Formica

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…

1732

Abstract

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.

Details

The Tourist Review, vol. 51 no. 4
Type: Research Article
ISSN: 0251-3102

Keywords

Article
Publication date: 1 September 2000

Ray Pine, Hanqin Qiu Zhang and Pingshu Qi

Franchising develops quickly in the hotel industry with the expansion and globalization of hotel chains, as it brings about advantages and sets up a very good leverage between two…

17086

Abstract

Franchising develops quickly in the hotel industry with the expansion and globalization of hotel chains, as it brings about advantages and sets up a very good leverage between two parties – franchisor and franchisee. Major multinational hotel corporations have entered China, but franchising is seldom used as a tool of expansion there. The continuous increase in tourism and the structural change in the hotel industry in China afford more opportunities for the growth of franchising operations and also of indigenous hotel chains. When franchising in this specific market, quality control, ownership, connection, business tradition and franchisor‐franchisee relationships should be examined carefully in order to ensure success. A full understanding of China’s peculiar social, cultural, economic and political context is essential for foreign companies, whilst existing and new indigenous companies require greater technical and operating expertise along with the necessary business acumen to operate hotel chains.

Details

International Journal of Contemporary Hospitality Management, vol. 12 no. 5
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 1 January 2004

Ray Pine and Pingshu Qi

This paper is based on findings from a two‐year MPhil research project that aimed to examine the development of hotel chains in China since 1978 and to recommend policy and…

15400

Abstract

This paper is based on findings from a two‐year MPhil research project that aimed to examine the development of hotel chains in China since 1978 and to recommend policy and operational guidelines for their further expansion. The study confirmed the unique nature of the hotel industry in China, existing as it does in a country moving from a centrally planned economic system that is strongly influenced by communist dogma towards a Western‐style market economy. This paper identifies and discusses four main categories of barriers to chain development, namely: economic and political systems; hotel ownership; hotel management capability and resources; and competition between local and foreign firms. Massive growth in China’s hotel industry is forecast, and this presents a great attraction for hotel companies. However, the need to understand and appreciate these barriers is recommended to any company, local or foreign, contemplating doing business in this unusual but potentially very large market place.

Details

International Journal of Contemporary Hospitality Management, vol. 16 no. 1
Type: Research Article
ISSN: 0959-6119

Keywords

Book part
Publication date: 27 July 2021

Thomas Garavan, Geraldine Matthews-Smith, Ann Marie Gill and Fergal O’Brien

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we…

Abstract

Purpose: Talent management and in particular strategic talent management (STM) has emerged as an important issue for hospitality organisations worldwide. In this chapter, we address some of the complexities evident in hospitality organisations in relation to the practice of STM, the types of internal and external STM issues that arise and both the research and practice implications of pursuing STM in hospitality organisations.

Methodology/Approach: This chapter presents a review of the literature on the wider topic of STM, with particular focus on the integration of issues and themes identified in the hospitality management literature related to STM perspectives.

Findings: We find that STM is a topical issue for hospitality organisations irrespective of size, complexity, or geographic location. However, research that explicitly addresses STM in hospitality is nascent leaving many unanswered questions. The notion of what constitutes STM is shaped by the complexities and values of the hospitality industry itself and its meaning is not necessarily the same as in other industry contexts. However, as yet we do not have sufficient insights to reach conclusions as to what STM truly looks like in hospitality organisations.

Research Implications: Here, we add to the literature, highlighting the need for more research on the many dimensions of STM in hospitality organisations including its antecedents, processes, and outcomes and the extent to which it is different in hospitality organisations compared to multinational corporations and public sector organisations.

Practical Implications: We highlight a number of practical implications around roles, processes, practices, and skillsets to utilise a strategic approach to talent management in hospitality organisations.

Originality/Value: This chapter continues the debate as to the role of STM in hospitality organisations as well as providing a more focussed agenda for both future research and practice. We also analyse and critique the internal and external forces and pressures that shape STM in hospitality organisations.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Keywords

Book part
Publication date: 27 July 2021

David W. Brannon and Ralf Burbach

Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools…

Abstract

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.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Keywords

Article
Publication date: 13 February 2007

Alizee B. Avril and Vincent P. Magnini

The paper seeks to illustrate that a holistic selection, training, and organizational support approach encompassing variables such as the expatriate's family status, emotional…

12178

Abstract

Purpose

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.

Design/methodology/approach

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

Findings

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

Practical implications

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

Originality/value

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

Details

International Journal of Contemporary Hospitality Management, vol. 19 no. 1
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 1 April 2014

Sasa Zupan and Borut Milfelner

The purpose of this paper is to explore small hotels guests' perception of social responsibility (SR), to relate their SR perceptions with their motivation for choosing small…

2498

Abstract

Purpose

The purpose of this paper is to explore small hotels guests' perception of social responsibility (SR), to relate their SR perceptions with their motivation for choosing small hotels instead of large ones, and to check whether motivation is further related to guests' satisfaction. System thinking is used for better attainment of SR through linking the environmental and social dimension of hotel guests' SR perceptions.

Design/methodology/approach

The paper starts with a theoretical background for the conceptual model. The empirical quantitative research was conducted in 2013. Data were collected through a structured questionnaire. The hypotheses were analysed with structural equation modelling.

Findings

The findings show that guests of small hotels perceive SR predominantly through its environmental and socio-local perspective. The guests with stronger perception of SR are more motivated to choose small hotels for their vacations, and at the same time, demonstrate a higher level of satisfaction with their choice.

Research limitations/implications

The research is limited to guests of small hotels only and to two dimensions of SR: environmental and socio-local.

Originality/value

Results of the study should encourage the small hotel operators to implement system thinking when reviewing their existing SR actions and adding some new ones. Relevant SR actions in small hotels, based on managers' system thinking, should become an important part of strategic, managerial and operational decisions.

Details

Kybernetes, vol. 43 no. 3/4
Type: Research Article
ISSN: 0368-492X

Keywords

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