Corporate and national culture ‐ an irreconcilable dilemma for the hospitality manager?

Mwaura, Grace; Sutton, John; Roberts, Diane

doi:10.1108/09596119810232211

Cited by 57 publications

(42 citation statements)

References 19 publications

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“…Alternatively, expatriate managers at international hotels in Russia must adapt to a hierarchical and paternalistic system descended from the Soviet system, where empowering employees is innovatory and a service ethic is little in evidence (D'Annunzio-Green 2002). Attempts to introduce Western management patterns in Chinese hotels have experienced similar problems (Mwaura, Sutton and Roberts 1998).…”

Section: Hospitality Spaces As Socio-technical Systemsmentioning

confidence: 99%

Tourism Culture(s): The Hospitality Dimension

Harrison¹,

Lugosi²

2013

Tourism Recreation Research

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This version is available: https://radar.brookes.ac.uk/radar/items/0409b224-3264-4363-bd93-5952134c1197/1/ Available on RADAR: July 2016 Copyright © and Moral Rights are retained by the author(s) and/ or other copyright owners. A copy can be downloaded for personal non-commercial research or study, without prior permission or charge. This item cannot be reproduced or quoted extensively from without first obtaining permission in writing from the copyright holder(s). The content must not be changed in any way or sold commercially in any format or medium without the formal permission of the copyright holders.This document is the post print version of the journal article. Some differences between the published version and this version may remain and you are advised to consult the published version if you wish to cite from it. 1 TOURISM CULTURE(S): THE HOSPITALITY DIMENSION AbstractThe focus of the paper is on tourism culture as it operates where commercial hospitality is on offer, especially at hotels and resorts in developing countries. It is suggested that three quite distinct perspectives can assist in helping us understand this aspect of tourism culture, which emerges where worker and tourist roles inevitably converge and interact. In themselves, such perspectives are not new, but they rarely seem to have been applied in the context of hotels and resorts. The first perspective, derived from the work of Homi Bhabha, conceives of tourism culture as hybrid in nature, operating in a 'third space' between tourist and 'host,' and directs attention to the uncertain and negotiated aspects of tourism culture. In the second, that of the socio-technical system, tourism culture is seen as an interface between, on the one hand, the formal operational rules and procedures designed to deliver an organisation's mission and, on the other hand, the on-going and lived-in cultures brought into the 'system' by tourists and the hospitality providers. The third perspective, that of the total institution, derived from Goffman, focuses to the social and physical boundaries that separate the hotel or resort from the outside world and on the cultural practices that serve to further differentiate it and its population from the outside. It is suggested that use of these perspectives can further our understanding of the nature of tourism at different destinations and the ways hotels and similar institutions impact on both staff members and holidaymakers. As a consequence, they are theoretically, empirically relevant and politically important.

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Section: Hospitality Spaces As Socio-technical Systemsmentioning

confidence: 99%

Tourism Culture(s): The Hospitality Dimension

Harrison¹,

Lugosi²

2013

Tourism Recreation Research

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“…Individual or group-specific properties arising from cultural differences in organisations may affect employees' sense of identity. Moreover the way of perceiving the others and management style, patterns of organizational behaviour and differences in communication patterns are mostly rooted in cultural influences (Frey-Ridgway, 1997;Karoc-Kakabadse & Kouzmin, 2001;Mwaura, Sutton & Roberts, 1998).…”

Section: Cultural Diversity-performance Relationshipmentioning

confidence: 99%

The Impact of Cultural Diversity on the Academic Performance: A Study on Turkish Universities

Turgut¹

2016

IBR

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Universities as science production centers are institutions that bring diverse information together. It is noteworthy that no longer these institutions have more international and heterogeneous structures. Qualified foreign academicians with the educational culture of a different country get universities stronger with these differences and knowledge, and improve the universities' academic performance. Considering this idea in this research the effect of the number of foreign academicians to the academic performance of universities is investigated. For this purpose, the effect and correlation between performance rates of 130 universities of Turkey and the number of the foreign academicians, which is evaluated by University Ranking by Academic Performance Research Laboratory (URAP), have been revealed with correlation and regression analysis. As a consequence, a positive and weak relationship was determined between the number of foreign academicians and performance. Also the number of the foreign instructors affects the performance of the universities positively.

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“…Such culture is embodied in symbols, rituals, and heroes which are reflected in organisational communication, manners, dress codes, social rules and norms, and role models (Schein, 1992). In international business the corporate culture, akin to a national or local culture, comprises the values, norms, feelings, hopes and aspirations of the company's employees (Mwaura, Sutton & Roberts, 1998).…”

Section: Part 1: Cross Cultural Managementmentioning

confidence: 99%