Human resources are often seen as one of the most important assets of tourism and hospitality organizations. Numerous studies have examined how employee performance can be managed to contribute to ...

The Human Dimension: A Review of Human Resources Management Issues in the Tourism and Hospitality Industry

Although the history of adopting the Western Corporate Social Responsibility (CSR) concept in China spans less than 20 years, the core principles of CSR are not new and can be legitimately interpreted within traditional Chinese culture We find that the Western CSR concepts do not adapt well to the Chinese market, because they have rarely defined the primary reason for CSR well, and the etic approach to CSR concepts does not take the Chinese reality and culture into consideration This article resolves these problems and contributes a new definition of CSR, called here – the Harmony Approach to CSR Simply, the Chinese harmony approach to CSR means ‘respecting nature and loving people’ It is the first time CSR has been defined in relation to Confucian interpersonal harmony and Taoist harmony between man and nature Conceptually, this definition will broaden our understanding and will fit the characteristics of the Chinese market better The idea of incorporating cultural contexts into CSR concepts could also contribute to future CSR studies In business practice, it will help corporations to adopt CSR on their own initiative The proposed virtues of traditional Chinese wisdom, in particular, will guide corporations to a new way of improving their CSR performance

The Impact of Chinese Culture on Corporate Social Responsibility: The Harmony Approach

Purpose – The purpose of this paper is to expand understanding of the factors that affect knowledge sharing in construction organizations. The outcome of this study will enable further understanding of knowledge sharing in construction and will therefore contribute towards successful implementation of knowledge sharing as part of organizational knowledge management (KM) initiatives in construction organizations.Design/methodology/approach – A survey was conducted of the 2005 Engineering News Record Top 400 US contractors to assess their perceptions of how factors such as organizational culture (OC), trust and information technology (IT) impact knowledge sharing in their construction organizations.Findings – The survey respondents strongly agreed on the perception that a proper organizational culture will enhance mutual trust in the organization. The respondents also perceived that IT will assist but not motivate people in sharing their knowledge and that not all types of knowledge can be shared using IT.R...

Perceptions of the impacts of organizational culture and information technology on knowledge sharing in construction

Purpose – The purpose of this paper is to test the relationship between perceived empowerment practices and Chinese service employee service effort and turnover intention, also to examine the mediating role of employee job attitudes in this relationship.Design/methodology/approach – To test hypotheses about the relationships above, survey data were collected by a self‐administered questionnaire from frontline service workers at six four‐ and five‐star hotels in the Macau Special Administrative Region of China. The final sample of 290 participants rated empowerment practices in their workplace, as well as their job attitudes, service effort and turnover intention. Perceived empowerment practices were measured using items from Hayes' employee employment questionnaire. Employee job attitudes were measured using job satisfaction and organizational commitment scales based on Harrison et al. Structural equation modeling was used to examine the hypotheses.Findings – Statistically significant results were obtaine...

Employee empowerment, job satisfaction and organizational commitment

Marketing has always been recognised as an economic activity involving the exchange of goods and services. Only in recent years have socio‐cultural influences been identified as determinants of marketing behaviour, revealing marketing as a cultural as well as economic phenomenon. Nevertheless, the influence on business activity of cultural differences is obvious but not simple to analyse, describe or categorise. Therefore, the cultural aspect of marketing remains a weak and subsidiary element in the theoretical realm of hospitality management. It has been suggested that cultural differences are an important influence on the successful outcomes of business. This exploratory study examines the new approach to relationship marketing (RM) in the context of eastern culture, to uncover the context and construction of relationships in Chinese society. Traditional Chinese culture stresses the importance of human interaction. The essence of this interaction is kuan‐hsi (personal relationships) which goes far beyon...

Exploring Chinese cultural influences and hospitality marketing relationships

Examines Chinese attitudes towards the introduction and implementation of an international corporate culture into their working environment. Refers to Sun Tzu’s military classic The Art of War and suggests his philosophy can be applied to business in China, and that the Western world should begin understanding this philosophy and the oriental mindset. Presents results of a study of Chinese employees at a Beijing, China hotel to determine attitudinal and behavioural patterns, and finds that the concept of corporate culture currently meets with strong resistance from many Chinese people who believe foreign ideals and concepts are not to be trusted.

Doing business in China ‐ the art of war?

A new system for recording the apex-beat.

Contributes towards the research into the potential dangers of unprotected hotel rooms by highlighting the incidence, and cause, of some major hotel fires in Asia and USA. Additionally, through the use of fire modelling computer software, predicts various fire scenarios inside the guest room, demonstrates how little time is available for evacuation, and states that without specific precautions, fire fatalities will continue to occur. Suggests that once such an appreciation becomes widespread, together with the worldwide publicity resulting from fires in hospitality environments, this may influence the demands made by travellers, and that hoteliers might be well advised to exceed the requirements placed upon them by statute, and advertise such personal safety guarantees alongside their usual facilities, as part of an overall strategy in the battle for competitive edge.

Fires in hotel rooms and scenario predictions

Electroconvulsive therapy is deemed one of the most effective treatments for alleviating symptoms in individuals diagnosed with severe depression, yet it remains one of the most controversial psych...

Electroconvulsive therapy: a clinical case study and review

Attempts to establish whether the corporate culture of an organisation can be effectively transferred to a country where a strong national culture exists. Investigates the influence and effects of the national culture in the People’s Republic of China on the work environment and the employees of international hotel companies operating there. Uses the ITT Sheraton Corporation’s Great Wall Sheraton Hotel as a specific case study, but draws on other research conducted in similar joint venture hotel properties. Sutton (1995) demonstrates that hospitality operations in China are predominantly occidental, while both the labour force and the prevalent customer base are overwhelmingly oriental. Ahmed and Li (1996) argue that when different national and organisational cultural values come into contact, conflict tends to emerge. Evidence from both their researches suggests that the “marriage” between Chinese and Western organisations tends to precipitate numerous conflicts. Identifies and illustrates several aspects of Chinese culture which affect the assimilation of a “foreign” corporate culture, and concludes that a strong national culture can have major influences on what happens in the workplace.

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

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