Cultural Norms and Expectations Within the Hospitality Industry

2022 ◽  
pp. 1834-1850
Author(s):  
Dalvony Duraes Alkmim Savic ◽  
Mihaela Dariescu
Keyword(s):  
Cultural Diversity ◽  
Hospitality Industry ◽  
Business Environment ◽  
Workforce Diversity ◽  
Cultural Norms ◽  
Cross Culture ◽  
Multicultural Perspectives

The business environment differs across nations and throughout industries. The hospitality industry is no different; one managerial approach that functions well in one nation might not be necessarily applicable in another. This suggests that to successfully manage across different countries it is vital that managers acquire the necessary skills to effectively manage employees and guests with different backgrounds and expectations. Hence, the objectives of this chapter are to define and discuss culture and cross-culture management, explain the importance of understanding multicultural perspectives, and discuss the managerial approaches of managing workforce diversity and cultural diversity.

Cultural Norms and Expectations Within the Hospitality Industry

2020 ◽  
pp. 167-186
Author(s):  
Dalvony Duraes Alkmim Savic ◽  
Mihaela Dariescu
Keyword(s):  
Cultural Diversity ◽  
Hospitality Industry ◽  
Business Environment ◽  
Workforce Diversity ◽  
Cultural Norms ◽  
Cross Culture ◽  
Multicultural Perspectives

The business environment differs across nations and throughout industries. The hospitality industry is no different; one managerial approach that functions well in one nation might not be necessarily applicable in another. This suggests that to successfully manage across different countries it is vital that managers acquire the necessary skills to effectively manage employees and guests with different backgrounds and expectations. Hence, the objectives of this chapter are to define and discuss culture and cross-culture management, explain the importance of understanding multicultural perspectives, and discuss the managerial approaches of managing workforce diversity and cultural diversity.

scholarly journals Cultural diversity in unequal societies sustained through cross-cultural competence and identity valuation

2021 ◽  
Vol 8 (1) ◽  
Author(s):  
John A. Bunce
Keyword(s):  
Cultural Competence ◽  
Cultural Diversity ◽  
Group Identity ◽  
Cross Cultural ◽  
Cultural Norms ◽  
Cultural Dynamics ◽  
Field Methods ◽  
Cultural Boundaries ◽  
Majority Culture ◽  
Common Strategy

AbstractIn much contemporary political discourse, valued cultural characteristics are threatened by interaction with culturally distinct others, such as immigrants or a hegemonic majority. Such interaction often fosters cross-cultural competence (CCC), the ability to interact successfully across cultural boundaries. However, most theories of cultural dynamics ignore CCC, making cultural diversity incompatible with mutually beneficial inter-group interaction, and contributing to fears of cultural loss. Here, interview-based field methods at an Amazonian ethnic boundary demonstrate the prevalence of CCC. These data motivate a new theoretical mathematical model, incorporating competing developmental paths to CCC and group identity valuation, that illuminates how a common strategy of disempowered minorities can counter-intuitively sustain cultural diversity within a single generation: Given strong group identity, minorities in a structurally unequal, integrative society can maintain their distinctive cultural norms by learning those of the majority. Furthermore, rather than a rejection of, or threat to, majority culture, the valuation of a distinctive minority identity can characterize CCC individuals committed to extensive, mutually beneficial engagement with the majority as members of an integrative, multi-cultural society.

scholarly journals THE EFFECTIVENESS OF ENSURING THE FINANCIAL STABILITY OF THE RESTAURANT BUSINESS IN THE CRISIS COVID-19

2020 ◽  
Author(s):  
Liudmyla Batchenko ◽  
◽  
Liliia Honchar ◽  
Andrii Beliak ◽  
◽  
...  
Keyword(s):  
Financial Management ◽  
Financial Stability ◽  
Hospitality Industry ◽  
Business Environment ◽  
Financial Indicators ◽  
Financial Condition ◽  
The Matrix ◽  
A Chain ◽  
Key Indicators ◽  
Enterprise Policy

The study identifies and systematizes key indicators and criteria for ensuring the financial stability of the restaurant business. The complex and thorough analysis of features of maintenance of financial stability of the enterprises of restaurant business on an example of one of restaurants of a chain of the Japanese kitchen of LLC «Sushiya» is carried out. After analyzing the key indicators of financial and economic activity of the restaurant, using the method of complex calculation of the rating of the financial condition of enterprises in the hospitality industry, the level of financial stability of the studied enterprise is determined. Based on the results of practice-oriented analysis, the ranking of financial management goals by the degree of impact on the financial stability of the enterprise. The mechanism of ensuring financial stability of restaurant business enterprises is modeled. The developed and substantiated mechanism is based on a unique methodology, which, unlike existing ones, is adapted to the field of hospitality, is carried out by specific tactical and strategic tools of financial management, based on the chosen type of enterprise policy; takes into account the dynamics of the main financial indicators of the enterprise, which is planned to implement the mechanism and the possible impact of factors of the external changing business environment. With the help of the matrix of financial strategies of J. Franchon and I. Romane, the position of the restaurant «Sushiya-Lavina» is determined and the methodological tools for improving the efficiency of its financial stability are substantiated.

The Next Generation of Leaders

2015 ◽  
pp. 16-42 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Corporate Culture ◽  
Hospitality Industry ◽  
Business Environment ◽  
Women In Leadership ◽  
Hotel Management ◽  
Female Leaders ◽  
Leadership Positions ◽  
Female Executives ◽  
Global Business ◽  
Male And Female

The low number of female (expatriate) leaders in today's hotel management industry within the global business environment is a concern to most scholars writing on female executives. Most studies focus on the difficulties women face, while a minority of them examine the sources of their success. For academicians, it has been proven time and time again that differences between male and female do not warrant the fact that there are less women in leadership positions in the hotel and hospitality industry due to the claim that men are more qualified than women. For practitioners, however, many organizations have managed to demonstrate to the contrary of academicians, through the practice and maintenance of its corporate culture. The purpose of this chapter is to address two sets of stereotypes about female leaders in the hotel management industry: 1) the glass ceiling, the glass cliff, the glass border, and the pink collar ghetto or patterns of employment ghettos; and 2) the three persistent myths regarding female leaders in the hotel management industry.

Glocalisation and Sustainable Business Solutions

2019 ◽  
pp. 53-82
Author(s):  
Michael Abayomi Fowowe
Keyword(s):  
Environmental Sustainability ◽  
Hospitality Industry ◽  
Business Environment ◽  
Sustainable Business ◽  
Global Business ◽  
Strategic Approach ◽  
Strategic Implementation ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality ◽  
The One

This chapter presents glocalisation as a new global phenomenon in providing sustainable business solutions and preserving durability of the business environment in the tourism and hospitality industry. The chapter reveals that the ‘one strategy fits all' (universalism) deficiency of globalization brought glocalisation into the limelight as the best alternative strategic approach in sustaining global business relevance and promoting environmental sustainability in the 21st century business era. The strategic mix of globalization and localisation inherent in glocalisation promotes unprecedented economic growth and the development of developing and emerging economies through promotion of their cultural heritage and historical values. The chapter further discloses that prevalent of global warming giving rise to climate change in the tourism and hospitality industry which can be significantly controlled through strategic implementation of a glocal strategy. It is concluded that glocalisation serves a dual-purpose of providing sustainable business solutions and preserving the business environment.

Customer service innovations in the Indian hospitality industry

2016 ◽  
Vol 8 (4) ◽  
pp. 416-431 ◽  
Author(s):  
Sonia Bharwani ◽  
David Mathews
Keyword(s):  
Customer Service ◽  
Hospitality Industry ◽  
Qualitative Interviews ◽  
Secondary Data ◽  
Business Environment ◽  
Content Type ◽  
Indian Context ◽  
Physical Asset ◽  
Emotional Level ◽  
Shed Light

Purpose The hospitality industry the world over is transforming from a product-focused, physical-asset-intensive business to a customer-focused, experience-centric one. This research aims at evolving a typology of customer-centric hospitality innovations. It attempts to explicitly capture the intrinsic DNA of hospitality innovations in the Indian context by exemplifying the typology posited with customer service innovations adopted by contemporary hoteliers that provide new ways of managing and enhancing customer experience. Design/methodology/approach This study is based on primary research through qualitative interviews conducted with select hospitality professionals, supplemented by secondary research in the form of a review of academic literature, as well as other secondary data sources such as company websites and travel websites which shed light on customer service innovations in the Indian context. Findings To develop and sustain competitive advantage, hospitality businesses are increasingly channelizing their efforts to provide innovative and holistic experiential service offerings. Service innovations are being tailored to cater to the unique personal tastes and requirements of hotel guests to connect with individual guests on a personal and emotional level to create memorable hospitality experiences. Research limitations/implications Practitioners, researchers and educationists in the hospitality industry would find the implications of this study useful in the context of the present customer-centric business environment where hotels are constantly striving to meet the exponentially rising bar of guest expectations. Originality/value The research highlights that it is critical to keep the customers’ perspectives central while designing innovative hospitality products. Further, it is important to create a cadre of innovation champions and service enthusiasts who can engender a culture of service innovation within the organisation.

A MULTI CULTURE PERCEPTION OF THE ENTREPRENEURIAL LIFESTYLE

2005 ◽  
Vol 13 (04) ◽  
pp. 359-381 ◽  
Author(s):  
W. M. BENJAMIN MARTZ ◽  
ALESSANDRO BISCACCIANTI ◽  
THOMAS C. NEIL ◽  
ROBERT J. WILLIAMS
Keyword(s):  
United States ◽  
United Kingdom ◽  
Business Schools ◽  
Business Environment ◽  
Cultural Norms ◽  
Cross Cultural Differences ◽  
The Us ◽  
The World ◽  
Key Factor ◽  
The Uk

Business schools around the world offer courses and even complete degrees emphasizing entrepreneurship. However, the perception of an entrepreneur differs across cultures. This paper presents results from a set of 900 questionnaires collected over two years in three countries: United States; United Kingdom and France. The analysis found support for the basic conjecture that the perception of entrepreneurship differs between countries; the US students perceived the entrepreneurship lifestyle as a better lifestyle than did students from the France or the UK. Historically, the area of entrepreneurship is suggested as a key factor for a successful business environment. Business schools around the world offer courses and even complete degrees emphasizing entrepreneurship. However, the perception of an entrepreneur differs across cultures. The entrepreneurial lifestyle is perceived, rewarded, acknowledged, etc. differently across cultures based upon cultural norms. This paper presents results from a set of data collected over two years in three countries: United States; United Kingdom and France. The analysis of over 900 questionnaires found support for the basic conjecture that the perception of entrepreneurship differs between countries and in the direction predicted by the TEA report; the US students perceived the entrepreneurship lifestyle better than did students from the France or the UK. The final section of the paper is highlights the cross-cultural differences found and offers some ideas on why they occur.

Keeping the business afloat

2016 ◽  
Vol 8 (2) ◽  
pp. 216-220
Author(s):  
Max Menkiti ◽  
Trevor Ward
Keyword(s):  
Emerging Economies ◽  
Hospitality Industry ◽  
Business Environment ◽  
Extensive Experience ◽  
Business Decisions ◽  
Content Type ◽  
Informal Interview ◽  
The Uk ◽  
Boutique Hotels ◽  
Start Ups

Purpose The purpose of this paper is to provide first-hand experiences of running a hotel business in Nigeria from the perspective of an entrepreneur. Design/methodology/approach An informal interview was carried out via email. Max Menkiti is an entrepreneur in the hospitality industry with extensive experience in bootstrap start-ups and operations in the UK and Nigeria. He is currently the Director of Millennium Apartments and Studios in Lagos. Before that, he developed and operated the @venue series of boutique hotels. Max has over 11 years experience in the hospitality industry in Nigeria. Findings The interview offers valuable insights for researchers in hospitality industry entrepreneurship so as to understand the rationale for business decisions. Originality/value The backdrop for this paper is the business environment in Nigeria. The transcript makes available an insider’s view of the number and form of issues that entrepreneurs face in emerging economies.

scholarly journals INTERNACIONALIZAÇÃO DE EMPRESAS BRASILEIRAS: DESENVOLVIMENTO DE GESTORES COMO FATOR ESSENCIAL PARA A ESTRATÉGIA DE NEGÓCIOS DOI:10.7444/fsrj.v3i1.68

2011 ◽  
Vol 3 (1) ◽  
pp. 111-139
Author(s):  
HILARIO DE MACEDO OLIVEIRA
Keyword(s):  
International Business ◽  
International Market ◽  
Business Environment ◽  
Global Mindset ◽  
International Mobility ◽  
Cross Culture ◽  
Management Leadership ◽  
Corporate Environments ◽  
New Type ◽  
Gain Access

The globalization phenomenon has given rise to a new and virtually limitless dimension for companies to gain access to new markets beyond their country borders. This has proven to be an opportunity for growth and expansion. Given the transformations that this phenomenon has driven in the international business environment, one is struck by the fact that the presence of Brazilian companies abroad is still low, as Brazilian business is continues to be shy of expanding via internationalization. One concludes that the leaders of Brazilian firms are better prepared to operate in the domestic market and with processes and businesses that focus on exports; few executives are required to run operations abroad. However, the reality of internationalization calls for a new type of manager, the “global executive,” who is expected to be cosmopolitan, a negotiator and a cross-culture communicator that is able to generate synergy and lead changes. Brazilian companies that want to grow beyond cultural and ethnic frontiers are facing the challenge of forming theses “citizens of the world,” capable not only of making room in the international market, but also of leading the processes of transformation and change within corporate environments. The aim of this article is to discuss how to develop people for the strategic management of internationalization processes, as well as to identify current gaps and to provide recommendations both for the development of the competences that a global mindset requires among our managers, and for the management of the international mobility of Brazilian executives.Key words: Company internationalization. Expatriation. People management. Leadership.

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