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1 – 5 of 5This study aims to provide an understanding of the multi-layered managerial and organizational challenges of mega sporting events such as the Olympic and Paralympic Games…
Abstract
Purpose
This study aims to provide an understanding of the multi-layered managerial and organizational challenges of mega sporting events such as the Olympic and Paralympic Games, identify key competencies that address the complexities and uncertainties when planning and organizing the Olympic and Paralympic Games and provide a framework to classify sporting events according to their complexity and uncertainty.
Design/methodology/approach
This study uses in-depth semi-structured interview with key organizing actor of the Olympic and Paralympic Games in Rio in 2016.
Findings
Planning and organizing complex and long-term mega sporting events such as the Olympic and Paralympic Games require a set of key competencies, including a range of soft skills (collaboration, negotiation, communication), goal-setting, persistence and resilience, paradox thinking and timing.
Originality/value
Presenting the findings in an unedited and raw interview format provides practitioners and scholars alike with unfiltered and rich data that allows to choose, apply and adapt key competencies and heuristics from Rio 2016 to their own mega sporting projects or research agendas; allows to differentiate between sporting events according to their complexity and uncertainty.
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The study aims to explore major internationally operating hotel groups and their corporate diversity statements. An understanding of these statements is critical for the analysis…
Abstract
Purpose
The study aims to explore major internationally operating hotel groups and their corporate diversity statements. An understanding of these statements is critical for the analysis of workforce diversity actions, as they shape the policy framework and basis for any diversity management (DM) program or initiative.
Design/methodology/approach
The study applied a qualitative content analysis of corporate web sites. The analysis and evaluation of the data was not treated in statistical terms or in any quantifiable measures due to the study's rather exploratory and inductive nature. Moving away from traditional forms of validity and reliability, this study applied Denzin and Lincoln's authenticity criteria.
Findings
Most of the selected hotel companies with diversity management strategies and policies need to communicate their diversity management activities and actions more extensively and clearly via their corporate web sites to help support employee recruitment efforts, attraction of talents with different educational and cultural backgrounds, development of multiple (minority) supplier relations and corporate social responsibility (CSR) image, and accessibility into new markets.
Research limitations/implications
This study should be seen as a starting point with some of the arguments and conclusions to be reconfirmed with more case‐study based explorations of corporate DM policies and their translation into operational actions and programs.
Practical implications
Communicating in a more effective and structured way, corporate or operational diversity strategies and activities via corporate web sites will provide hotel organizations with a key sustainable competitive advantage in talent recruitment, CSR and market accessibility.
Originality/value
This study provides a starting point for better understanding corporate diversity management in the global hotel industry.
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Stefan Gröschl and Liz Doherty
Presents the findings of a research project which analysed diversity management approaches, and in particular the ethnic minority policies of international hotel chains operating…
Abstract
Presents the findings of a research project which analysed diversity management approaches, and in particular the ethnic minority policies of international hotel chains operating in San Francisco. The primary research was based on the work of Kandola and Fullerton (1994) and included questionnaires and interviews with seven human resource directors. The study did not intend to create a representative sample or to explore diversity management practices in general. It concentrated on gathering in‐depth data on hotels which were expected to have the most advanced policies and practices in the area of diversity management and equal opportunities. Most of the sample hotels implemented a “reactive diversification strategy” which tolerates, but does not expressly value, the diversity of a workforce. Therefore, many of the sample hotels could be categorised as plural organisations which focus on affirmative action programmes required by law and equal opportunity training. To achieve some of the benefits of diversity promoted by supporters of diversity management, the hotels would have to change from plural to multicultural organisations which foster and value cultural differences.
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