Preview

Cross Cultural Management

Powerful Essays
Open Document
Open Document
9033 Words
Grammar
Grammar
Plagiarism
Plagiarism
Writing
Writing
Score
Score
Cross Cultural Management
International Journal of Contemporary Hospitality Management
Emerald Article: Expatriation in the hotel industry: An exploratory study of management skills and cultural training
Gina Fe Causin, Baker Ayoun, Patrick Moreo
Article information:
To cite this document: Gina Fe Causin, Baker Ayoun, Patrick Moreo, (2011),"Expatriation in the hotel industry: An exploratory study of management skills and cultural training", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 7 pp. 885 - 901
Permanent link to this document: http://dx.doi.org/10.1108/09596111111167515 Downloaded on: 23-01-2013
References: This document contains references to 43 other documents To copy this document: permissions@emeraldinsight.com
This document has been downloaded 2612 times since 2011. *
Users who downloaded this Article also downloaded: *
Gina Fe Causin, Baker Ayoun, Patrick Moreo, (2011),"Expatriation in the hotel industry: An exploratory study of management skills and cultural training", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 7 pp. 885 - 901 http://dx.doi.org/10.1108/09596111111167515
Gina Fe Causin, Baker Ayoun, Patrick Moreo, (2011),"Expatriation in the hotel industry: An exploratory study of management skills and cultural training", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 7 pp. 885 - 901 http://dx.doi.org/10.1108/09596111111167515
Gina Fe Causin, Baker Ayoun, Patrick Moreo, (2011),"Expatriation in the hotel industry: An exploratory study of management skills and cultural training", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 7 pp. 885 - 901 http://dx.doi.org/10.1108/09596111111167515
Access to this document was granted through an Emerald subscription provided by LONDON SOUTH BANK UNIVERSITY
For Authors:
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to



References: Abdellatif, M., Amann, B. and Jaussaud, J. (2010), “International firm strategies: is cultural distance a main determinant?”, Transition Studies Review, Vol. 17 No. 4, pp. 611-23. Allen, L. (1988), “Working better with Japanese managers”, Academy of Management Review, Vol. 77 No. 11, pp. 32-49. Avril, A.B. and Magnini, V.P. (2007), “A holistic approach to expatriate success”, International Journal of Contemporary Hospitality Management, Vol. 19 No. 1, pp. 53-64. Ayoun, B. and Moreo, P. (2009), “Impact of time orientation on the strategic behavior of Thai and American hotel managers”, Journal of Hospitality Marketing & Management, Vol. 18 No. 7, pp. 676-91. Ayoun, B., Palakurthi, R. and Moreo, P. (2010a), “Individualism-collectivism insights into the strategic behavior of hotel managers”, Journal of Human Resources in Hospitality & Tourism, Vol. 9 No. 1, pp. 47-70. Ayoun, B., Palakurthi, R. and Moreo, P. (2010b), “Cultural influences on strategic behavior of hotel executives: masculinity/femininity”, International Journal of Hospitality & Tourism Administration, Vol. 11 No. 1, pp. 1-21. Barber, N. and Pittaway, L. (2000), “Expatriate recruitment in South East Asia: dilemma or opportunity?”, International Journal of Contemporary Hospitality Management, Vol. 12 No. 6, pp. 352-9. Bennett, R., Aston, A. and Colquhoun, T. (2000), “Cross-cultural training: a critical step in ensuring the success of international assignments”, Human Resource Management, Vol. 39 Nos 2/3, pp. 239-50. Black, J.S. and Mendenhall, M.E. (1990), “Cross-cultural training effectiveness: a review and a theoretical framework for future research”, Academy of Management Review, Vol. 15 No. 1, pp. 113-36. Black, J.S., Mendenhall, M.E. and Oddou, G. (1991), “Toward a comprehensive model of international adjustment: an integration of multiple theoretical perspectives”, Academy of Management Review, Vol. 16 No. 2, pp. 291-317. Celaya, L. and Swift, J.S. (2006), “Pre-departure cultural training: US managers in Mexico”, Cross Cultural Management: An International Journal, Vol. 13 No. 3, pp. 230-43. Colakoglu, S. and Caligiuri, P. (2008), “Cultural distance, expatriate staffing and subsidiary performance: the case of US subsidiaries of multinational corporations”, The International Journal of Human Resource Management, Vol. 19 No. 2, pp. 223-39. D’Annunzio-Green, N. (1997), “Developing international managers in the hospitality industry”, International Journal of Contemporary Hospitality Management, Vol. 9 Nos 5/6, pp. 109-208. Dewald, B. and Self, J. (2008), “Cross cultural training for expatriate hotel managers: an exploratory study”, International Journal of Hospitality & Tourism Administration, Vol. 9 No. 4, pp. 352-64. Dowling, P. and Welch, D. (1988), “International human resource management: an Australian perspective”, Asia-Pacific Journal of Management, Vol. 6 No. 1, pp. 39-65. Dulfer, E. (1990), “Human resource management in multinational and internationally operating companies”, in Pieper, R. (Ed.), HRM: An International Comparison, Walter De Gruyter, Berlin. Enderwick, P. and Hodgson, D. (1993), “Expatriate management practices of New Zealand business”, The International Journal of Human Resource Management, Vol. 4 No. 2, pp. 407-23. Feng, F. and Pearson, T. (1999), “Hotel expatriate managers concerns and causes of failures”, International Journal of Hospitality Management, Vol. 18 No. 3, pp. 309-21. Forster, N. (2000), “Expatriates and the impact of cross-cultural training”, Human Resource Management Journal, Vol. 10 No. 3, pp. 63-78. Gannon, J., Roper, A. and Doherty, L. (2010), “The impact of hotel management contracting on IHRM practices: understanding the bricks and brains split”, International Journal of Contemporary Hospitality Management, Vol. 22 No. 5, pp. 638-58. Gliatis, N. (1992), “The management of expatriate executives in international hotel companies”, doctoral dissertation, University of Surrey, Guildford. Hamill, J. (1989), “Expatriate policies in British multinationals”, Journal of General Management, Vol. 14 No. 4, pp. 18-33. Heller, J.E. (1980), “Criteria for selecting an international manager”, Personnel, pp. 47-55, May/June. Hofstede, G. (1980), Culture’s Consequences: International differences in Work-Related Values, Sage Publications, Beverly Hills, CA. Hutchings, K. (2003), “Cross-cultural preparation of Australian expatriates in organizations in China: the need for greater attention to training”, Asia Pacific Journal of Management, Vol. 20 No. 3, pp. 375-94. Kealey, D.J. and Protheroe, D.R. (1996), “The effectiveness of cross-cultural training for expatriates: an assessment of the literature on the issue”, International Journal of Intercultural Relations, Vol. 20 No. 2, pp. 141-65. Kriegl, U. (2000), “International hospitality management: identifying important skills and effective training”, Cornell Hotel & Restaurant Administration Quarterly, Vol. 41 No. 2, pp. 64-71. Linehan, M. and Scullion, H. (2001), “Selection, training, and development for female international executives”, Career Development International, Vol. 6 No. 6, pp. 318-23. Magnini, V. (2009), “An exploratory investigation of the real-time training modes used by hotel expatriates”, International Journal of Hospitality Management, Vol. 28 No. 4, pp. 513-8. Magnini, V. and Honeycutt, E. (2003), “Learning orientation and the hotel expatriate manager experience”, International Journal of Hospitality Management, Vol. 22 No. 3, pp. 267-80. McCall, M.W. and Hollenbeck, G.P. (2002), Developing Global Executives: The Lessons of International Experience, Harvard Business School Press, Boston, MA. McGrath-Champ, S. and Yang, X. (2002), “Cross cultural training, expatriate quality of life and venture performance”, Management Research News, Vol. 25 Nos 8/9/10, p. 135. Mendenhall, M.E. and Oddou, G. (1985), “The dimensions of expatriate acculturation: a review”, Academy of Management Review, Vol. 10 No. 1, pp. 39-47. Porter, G. and Tansky, J.W. (1999), “Expatriate success may depend on a learning orientation: considerations for selection and training”, Human Resource Management, Vol. 38 No. 1, pp. 47-60. Selmer, J. (2001), “The preference for predeparture or postarrival cross-cultural training: an exploratory approach”, Journal of Managerial Psychology, Vol. 16 No. 1, pp. 50-8. Selmer, J., Chiu, R. and Shenkar, O. (2007), “Cultural distance asymmetry in expatriate adjustment”, Cross Cultural Management: An International Journal, Vol. 14 No. 2, pp. 150-60. Shay, J. and Tracey, J.B. (1997), “Expatriate managers: reasons for failure and implications for training”, Cornell Hotel & Restaurant Administration Quarterly, Vol. 38 No. 1, pp. 30-5. Shen, J. and Darby, R. (2006), “Training and management development in Chinese multinational enterprises”, Employee Relations, Vol. 28 No. 4, pp. 342-62. Tung, R.L. (1981), “Selection and training of personnel for overseas assignments”, Columbia Journal of World Business, Vol. 16 No. 1, pp. 68-78. Tung, R.L. (1987), “Expatriate assignments: enhancing success and minimizing failure”, Academy of Management Executive, Vol. 1 No. 2, pp. 117-26. Varner, I. and Palmer, T. (2002), “Successful expatriation and organizational strategies”, Review of Business, Vol. 23 No. 2, pp. 8-11. Yu, L. and Huat, G.S. (1995), “Perceptions of management difficulty factors by expatriate hotel professionals in China”, International Journal of Hospitality Management, Vol. 14 Nos 3/4, pp. 375-88.

You May Also Find These Documents Helpful

  • Satisfactory Essays

    roaring dragon

    • 275 Words
    • 2 Pages

    Recommendations: According to FakhrElDin (2011), Cultural Intelligence is very important to any multinational company and it is a significant factor for employee in the international hotel, training to improve Culture intelligence is needed in this sector. Internal communication is the first relationship to organization and for strong relationship they should be assigned with rules and responsibilities (Abdullah & Antony, 2012).…

    • 275 Words
    • 2 Pages
    Satisfactory Essays
  • Better Essays

    Final Paper

    • 2699 Words
    • 11 Pages

    (3) To review literature on the cross-cultural training on different facets of expatriate managers who have or have not adjusted in Nigeria.…

    • 2699 Words
    • 11 Pages
    Better Essays
  • Best Essays

    Citations: Rose, R., Ramalu, S., Uli, J., Kumar, N. (2010). Expatriate Performance in International Assignments: The Role of Cultural Intelligence as Dynamic Intercultural Competency, International Journal of Business and Management, Vol. 5 (No. 8)…

    • 2867 Words
    • 12 Pages
    Best Essays
  • Powerful Essays

    14. Lee, L.-Y., & Sukoco, B. M. (2010). The effects of cultural intelligence on expatriate performance: The moderating effects of international experience. The International Journal of Human Resource Management, 21(7), 963-981.…

    • 9522 Words
    • 37 Pages
    Powerful Essays
  • Powerful Essays

    There are many issues within the hotel industry relating to human capital. This includes the shift in the labour market from gen x to gen y employees, customer service, hours and so on. This report will focus on the more easily controllable and major issues such as turnover, training and retainment of employees.…

    • 1541 Words
    • 5 Pages
    Powerful Essays
  • Powerful Essays

    The increase of foreign direct investment in China has resulted in the presence of a number of Western expatriates working in Sino–foreign joint ventures. These expatriate managers have to make things work in absolutely new settings. Therefore, without cross-cultural trainings, they may have very stressful experience in China. Understanding of the Chinese culture and Chinese society may ultimately save much frustration and money. With our thesis therefore we would like to explore how companies manage training processes before sending expatriates to China, and prepare them for further knowledge transfer to the employees in China. This has lead us to the following research question: “How do the Western companies manage process of sending expatriates to China?” The research is based on the experiences of three companies: IKEA, Texol Technical Solutions and NCR and demonstrates possible means that can be engaged by the companies to facilitate adjustment processes of their expatriates in China. The empirical data were gathered from interviews with managers from the mentioned companies. In order to analyze our empirical findings we present literature that was structured as follows: Training in the international context, training in the Chinese context and communication between expatriate and local employees. Both the literature review as well as our empirical data with analysis aspire to provide the reader with an in depth study of the importance of the selection of the right candidates and the provision of trainings, as it can help both to understand the unique Chinese cultural and…

    • 36923 Words
    • 148 Pages
    Powerful Essays
  • Powerful Essays

    Lockyer, C. and Scholarios, D. 2004. Selecting hotel staff: why best practice does not always work. International Journal of Contemporary Hospitality Management, 16 (2), pp. 125-135.…

    • 3083 Words
    • 13 Pages
    Powerful Essays
  • Good Essays

    Many international business failures have been ascribed to a lack of crosscultural competence (CC) on the part of business practitioners. However, the…

    • 12198 Words
    • 49 Pages
    Good Essays
  • Good Essays

    The Kraft Turn-Around

    • 718 Words
    • 3 Pages

    Black, J. S. and Mendenhall, M. (1990), Cross cultural training effectiveness: A review and theoretical framework for future research, Academy of Management Review, 15(1), 113-136.…

    • 718 Words
    • 3 Pages
    Good Essays
  • Best Essays

    D 'ANNUNZIO-GREEN, N., MAXWELL, G. A., & WATSON, S. (2004). Human resource management: international perspectives in tourism and hospitality. London, Thomson.…

    • 2200 Words
    • 9 Pages
    Best Essays
  • Powerful Essays

    Cross Cultural Training

    • 4604 Words
    • 19 Pages

    4. Bhagat, R.S. and Prien, O.K. 1996. Cross-cultural training in organizational contexts ', in Landis, D. and Brislin, R.W. (Eds), Handbook of Intercultural Training, 2nd ed., Sage, Thousand Oaks, CA, 216-30…

    • 4604 Words
    • 19 Pages
    Powerful Essays
  • Good Essays

    Jin, J. (1989) ‘The dispatch of personnel stationed abroad in multinational enterprises: cross-cultural management’, Foreign Economic and Management, 3, 8-11.…

    • 9779 Words
    • 40 Pages
    Good Essays
  • Powerful Essays

    13. Stewart J. Black and Mark Mendenhall, "Cross-cultural Training Effectiveness: A Review and a Theoretical Framework for Future Research," Academy of Management Review, No. 1 (1990), 132.…

    • 3484 Words
    • 14 Pages
    Powerful Essays
  • Good Essays

    Staff turnover is a the most common issue in the hotel industry, in which there are two types of people, the ones who pass out of the hospitality management institutes and the others who have no experience in the hotel industry, but have managed to do some kind sought of short term courses to learn the basics. From which the ones passed out of the hospitality institutes tend to leave the hotel sooner than the ones who have no experience in the hotel industry and want to learn more from the training provided by the hotel, gain few years of experience and move on to another hotel in a few year time(The Economic Times, 2006).…

    • 997 Words
    • 4 Pages
    Good Essays
  • Powerful Essays

    Ib Case Study

    • 1549 Words
    • 7 Pages

    This assignment examines the intersection of two major trends in international business. Firstly, executive coaching has emerged as an increasingly common intervention to assist managers to become more productive and increase their levels of personal satisfaction. Secondly, there has been an ongoing move towards economic globalization with a concomitant rise in cross-national management assignments of various kinds, creating a high number of ‘expatriate managers’ whose lives are invariably stories of constant change and transition. Through an innovative case study methodology, the assignment explores how executive coaching can facilitate acculturation processes for expatriate managers. Acculturation refers here to the ongoing changes and outcomes that occur as an individual experiences the process of interacting in and adapting to a different cultural environment (Berry, 1997, p.12).…

    • 1549 Words
    • 7 Pages
    Powerful Essays