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Organizational Culture and Tourist Satisfaction in a Lake-Based Tourism Area
DR Nor'Aini Yusof
American Journal of Applied Sciences, 2012
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Assessment of Organizational Culture in the Selected Travel Agencies in the Sultanate of Oman
Aaron Paul Pineda
International Journal of Asian Social Science
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Interaction Between Management Style and Corporate Culture in Tourism
Milena Filipova
Encontros Cientificos Tourism Management Studies, 2013
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The Impact of Organizational Culture on the Strategic Development of Tourism and Hospitality Enterprises
Elena Nikolskaya
2021
The article deals with assessing the impact of organizational culture on the strategic development of tourism and hospitality enterprises. It is determined that organizational culture plays a key role in the strategic development of tourism and hospitality enterprises. Organizational culture is the lever that ensures the long-term success of a tourism and hospitality enterprise rather than immediate achievements. It is proven that in the process of strategic development management in the tourism and hospitality industry, staff need to timely and appropriately responds to changes in the external environment, including seasonal fluctuations in demand, legislative changes, and national currency fluctuations. These issues are supposed to be alleviated by the organizational culture which will not be perfunctory but rather will have actual leverage over the development and competitiveness of a tourism and hospitality enterprise. It is established that efficient organizational culture is a...
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Organizational Culture in Hotel Industry: Perceptions and Preferences among Staff
Drmushtaq Lone
Research validates that organizational culture provides a base for understanding the differences that may exist between successful firms operating in the same national culture and differentiates truly high performing organizations from others. The present study uses Organizational Culture Assessment Instrument to tap the responses of the staff members working in 20 hotels operating in different parts of the Kashmir valley. The study was conducted in two major tourist destinations of the Kashmir valley including Srinagar and Phalgam. The paper analyses perceptions of staff members' about the organizational culture.
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ORGANIZATIONAL CULTURE AS FACTOR AFFECTING EMPLOYEE PERFORMANCE AND INCREASED PRODUCTIVITY IN TOURISM ORGANIZATIONS (AGODI GARDENS AND UNIVERSITY OF IBADAN'S ZOOLOGICAL GARDEN
Olakunle Olawuyi
Culture in an organization can be regarded as the specific mode of carrying out activities that affects the day to day existence of the organization. Organizational culture has immense effect on the continual existence or the abrupt closure of the organization. Organizational culture has relationship with certain variables that define the organization. This research examined organizational culture as factor affecting employee performance and increased productivity in tourism organizations. Agodi Gardens and University of Ibadan's Zoological Garden were chosen as case studies. All the members of staff of each tourism destination were selected using the descriptive survey design. The study revealed that there is significant correlation between organizational culture and increased productivity in the case studies; likewise, there is significant correlation between organizational culture and employee performance in the case studies. Necessary recommendations were drawn from the conclusion of the study.
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Learning by example: Benchmarking organizational culture in hospitality, tourism and leisure SMEs
Olivia Kyriakidou
Purpose – To provide positive benchmarking examples of hospitality, tourism and leisure small management enterprises in the area of organizational culture. Design/methodology/approach – Extreme case sampling was used; locating information-rich key informants or critical cases. A total of 89 small businesses were researched including hotels (and guest houses), restaurants, pubs, visitor attractions and leisure opportunities. Findings – Semi-structured interviews were analysed using an iterative approach based on the assumptions of Argumentation Theory. Results suggest that best-performing small to medium-sized (SME) operations in the hospitality, tourism and leisure industry share certain elements of culture including: supporting values such as building the future together, cooperative setting of missions and strategies, development of teamwork and organizational learning. Research limitations/implications – The research completed is illustrative of positive benchmarking elements of organizational culture. Further research, however, could also look at negative features which may hinder the success of hospitality, tourism and leisure industry SMEs. Practical implications – The work provides clear suggestions for hospitality, tourism and leisure industry SMEs to improve managerial practice, focusing on five main cultural dimensions: organizational performance, teamwork, building the future together, building the ability to learn, and collaborative setting of strategies. Originality/value – This paper begins to fill the gap of a very under-researched area: benchmarking organizational culture in hospitality, tourism and leisure industry SMEs. Both academics and practitioners will find it very illuminating. Keywords Benchmarking, Organizational culture, Hospitality management, Tourism management, Small to medium-sized enterprises
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Larry Dwyer
Asia Pacific Journal of Tourism Research, 1998
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Ibrahim Cifci
Organizational culture is the combination of the beliefs, values, behavior norms, formal and informal system processes and methods. As of 1980, the organizational culture, which is an important phenomenon in business management, has become a dominant issue in defining the behaviors of the employees in tourism businesses. Organizational culture in hotel businesses ensures that the employees are motivated towards acting against uncertainties with a mutual purpose, and that they move in a safe path. In this study, the 5-star hotels in Istanbul have been evaluated in terms of organizational culture types (Adhocracy, Klan, Bureaucracy and Market) set by Cameron and Quinn “Competing Values Model”. In the study context, 335 employees replied to questionnaires in 5-star hotels. According to the results of the study, the findings suggested that the mean values of the organizational culture types are higher; however, there are no clear differences among culture types. Keywords: Organizational Culture, Organizational Culture Types, Hotel Businesses, Competing Values Model
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The impact of organization culture on competitive advantage "An empirical study of hotels and tour operators in Egypt
Ibrahim Elshaer
Journal of Association of Arab Universities for Tourism and Hospitality, 2016
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