The impacts of national culture in the process of internationalization of hospitalityWord文件下载.docx
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The impacts of national culture in the process of internationalization of hospitalityWord文件下载.docx
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ofthem,cultureisanoticeableissueinMNCsmanagementasitisregardedasthepredominantforcedrivingalldecisionsmadeintheorganization(Mead&
Andrews,2009).
Inthehospitalityindustry,cultureisconsideredashavingthedirectimpactonthebusinessoperationandtheoverallperformance.ThispaperattemptstoexaminetheimpactsofnationalculturetotheorganizationalcultureandthebusinesspracticesinMNCsinhospitalityindustry.ItfirstlyintroducesthetheoriesofcultureaccordingtoHofstedes(1994),thenleadstotheconflictsbetweennationalcultureandorganizationalcultureontheperspectivesofemployeeandcustomers;
finallyitconcludeswhetheranMNCshouldchangetheirorganizationalcultureandbusinesspracticesaccordingtolocalnationalcultureinanewmarket.
Itissignificanttostatethedefinitionofculturehere.Hofstede(pp.21,1984)definedcultureas“thecollectiveprogrammingofmindwhichdistinguishesthemembersofonehumangroupfromanother…Culture,inthissense,includessystemsofvalues;
andvaluesareamongthebuildingblocksofcultures”.Thevaluesharedamongthegroupmembersshapesthecultureofnation;
itisembeddedinthehistory,societyandinstitutions;
specificallyinfamily,education,religion,governmentetc(Olie,1995).Peopleinthesamesocietyhavethesamecultureandusethesamemetalprograms.Nationalculturethusdifferentiatespeople’sattitudes,values,beliefs,habitsandconvictionsfromothercountries(Mwaura&
Roberts,1998).
Hofstede(2001)developedfivedimensionsofnationalculture;
powerdistance,individualismorcollectivism,masculinityorfemininity,uncertaintyavoidance,andlong-termversusshort-termorientation.ManyresearchescomparedtheAsiancultureandWesternculturebaseonthefivedimensions.ThefindingsillustratethatAsianpeopleishighlylong-termoriented,collectiveandpowerdistance;
butmixedintermsofmasculinityanduncertaintyavoidancecharacteristics.Ontheotherhand,Westernculturepresentslowlong-termorientation,collectivism,powerdistanceanduncertaintyavoidance,butalsomixedintermsofmasculinity.
Nationalcultureisregardedasaninterpretationofmanagingdifferenceacrosscountries.MNCsdevelopingsubsidiariesabroadfacethemostinitialchallengeistoadjustnationalcultureofhostcountry(Mwaura&
Roberts,1998).Especiallyorganizationswithstrongcorporatecultureintheirhomecountries,buttheyhavethedifficultytoapplythesamecorporatecultureinanothersocietywithverydifferentnationalculture;
forinstanceAmericancompanycultureinChina.
Anorganizationasagroupsharesthesameorganizationalmissionandtheobjectives;
thereforethedefinitionofcultureappliedinorganizationalmanagementproducestheconceptoforganizationalculture.Itisdefinedas“cultureastheproductofstructures,systemsandregulations,plannedandimposedbymanagement”(Mead&
Andrews,pp.80,2009).Porter(1990)suggeststhatorganizationalcultureenablesemployeestounderstandtheirorganizations,thepurposesofworkactivitiesaswellastheorganizationalvalue.Organizationalcultureispresentedthroughthecommunicationwithinthecompany,manners,dresscodes,organizationalrules,androlemodels(Mwaura&
Robert,1998).Similartonationalculture,employeesintheorganizationalcultureenvironmentsharethevalues,norms,feelingsandaspirations.Thereareseveraladvantagesoforganizationalcultureareidentified;
providingthebasisforcompetitiveadvantages;
improvingthecompany’seffectiveness;
developinghighperformanceamongemployees;
andincreasingemployeeloyalty(Porter,1990).Hofstede(1994)statedthatorganizationalcultureisdifferentfromnationalcultureasthemembershipofanorganizationispartial,whileitofanationispermanent.Moreover,organizationalcultureiscomposedwithpractices;
thereforeorganizationalcultureisadjustable.Thusmanagementistodealwithvaluesintheorganizationalculturesforthepurposeofsupportingstrategicgoalsanddevelopment.Itisdedicatedtocreateandmaintaintheorganizationalculturetoregulatemembers’relationshipandtheelementsthatinfluencetheirattitudesinthework(Mead&
AccordingtoMwauraandRober(1998),organizationalcultureismoresignificantinhospitalityindustry;
itexertsonbothinternationalcustomersandtheirexpectations,aswellasontheemployeesandtherelationshipbetweenlocalandoverseaemployees.Therefore,conflictsseemtooccurwhiledealingwiththerelationshipwithcustomersoremployeeswhohavethedifferentnationalculturebackground.
Firstly,itistheconflictbetweenorganizationandtheemployee.Employees’attitudesareaffectedbyanumberoffactors;
oneofthemisthenationalculture.Managementcancontrolandchangetheorganizationalculture,butcannotchangethemembers’nationalculture.Consequently,thecultureconflictinMNCsoccurswhenmembersarefromdifferentcountriescarryingdifferentnationalculturesbutworkinginthesameorganizationalculturalenvironment(Wen,2006).ThiscultureconflictisespeciallynotableininternationaljointventurecompaniesinChina.WesterncultureandOrientalculturehassignificantdifferenceandoppositioninthelongrun.Whenthecultureasafactorimpactsontheorganizationalmanagement,itiscrucialtothecompanytocarefullymanagethecross-cultureissuesconsistinginthepeoplerelatedaspects.Hofstede(1994)furtherpointsoutthatemployee’svalueinhostcountrycannotbechanged;
thuscompanyhastoadjustitsbusinesspracticestoadaptitselftothehostnationalculture.
TotaketheconflictbetweenChinesecultureandwesterncultureasanexample,ChinesecultureoriginallyrootsintheConfucianDynamismwhichhasthefar-reachingimpactsontheChinesenationalcultureandthementalprogramofethos.Itsmanifestationinemployeemanagementwithinanorganizationisreflectedthroughtheworkvalues.JacksonandBak(1998)concludefourworkvaluesofChineseemployee–powerdistance,uncertaintyavoidance,collectivismandlong-termvalues.Intheviewofwesternculture,Chineseemployeesarefoundproblematicontheaspectsofpersonalrelationship,lackofempowerment,meaningoflife,training,roleofwoman,communication,humanresourcemanagementandGuanxi(Mwaura&
Rober(1998).
AresearchisconductedinGreatWallSheratonhotelinBeijingregardingtothecultureconflicts.GreatWallSheratonHotelisoperatedinthemodelofwesternmanagementinordertoproducethesamequalityofserviceandtoreachcustomersatisfactionasintheUSandotherWesterncountries.However,theresearchrevealssomecriticalincidentsamongtheChineseemployeesinthedailyoperation.Forinstance,theengineeringdepartmentrefusedtoimplementtheprojectwhichhasbeenapprovedthroughthemeetingunlesstheyreceiveaformerwrittenandsignedauthorizationfromthegeneralmanager.Thisincidentresultedinadelayoffourweeksofthatproject.Fromtheviewofwesternculture,thisisnotnecessaryastheprojecthasbeenapprovedatthemeeting.Theproblemliesinthecommunicationacrossthedepartments.However,fromtheviewofChineseculture,theformerwrittenauthorizationistheevidenceoftheapprovaloftheproject.ThereisaChinesephrase“wordsofmouthdonotcarryconviction”whichwellexplainsthecase.Awrittenauthorizationfromgeneralmanagerisregardedasprotectingtheengineeringdepartmentfromtakingresponsibilityifsomethinggoeswrongwiththeapproval.Therefore,althoughtheprojecthastobedelayedforfourweeks,theengineeringdepartmentstillinsistedongoingthroughthisprocess.
TheexampleofGreatWallSheratonHotelillustratestheculturalconflictbetweentheorganizationandtheemployee.AstheGreatWallSheratonHotelisoneoftheearliestinternationalhotelgroupenteredChinesemainlandmarket(in1985),theculturalconflictwasespeciallyintenseatthattime.Uptodate,theopeningpoliceinChinahasgreatlypromotedthecommunicationandexchangeontheperspectiveofeconomy,cultureandeducation.Therefore,thestatusofmulti-cultureadaptioninChinaissignificantlyimproved.Ontheotherhand,foreignorganizationsalsostartedtoknowthebasicsofChinesecultureinbusinessandwithintheorganization.Whilemaintainingtheorganizationalculture,MNCsalsotakeconsiderationofthenationalcultureoftheiremployee.MwauraandRoberts(1998)statedthatnationalcultureandorganizationalmanagementcaninfluencemanyelementsofcompanyculture.Itissuggestedtorefertosomeelementsofthenationalcultureandtointegratewiththeworkideology;
theinteractionbetweennationalcultureandorganizationalculturecancreateanewanduniquevaluesystemwhichcanbefacilitatingtothesuccesstothecompany(Mattila&
Choi,2006).
Secondly,itistheconflictsbetweenorganizationandcustomersontheculturalperspec
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