Purpose This study aims to explore the role General Managers (GMs) play in mitigating the effects of the unprecedented COVID-19 pandemic. Design/methodology/approach Qualitative structured interviews conducted online with 50 hospitality GMs from 45 countries are used to explore the impact of the pandemic on the industry’s operational norms and the role of managers in both managing the crisis and planning contingencies for recovery. Findings The findings enhance the conceptual capital in this emerging field and provide insights on how GMs behave during crises. Four related sub-themes emerged from the data analysis, namely, contingency planning and crisis management, resilience and impact on GM roles, the impact on hotels’ key functional areas and some GMs’ suggestions for the future of luxury hospitality. Research limitations/implications This study generates empirical data that inform contemporary debates about crisis management and resilience in hospitality organizations at a micro-level operational perspective. Practical implications Findings suggest that, in times of uncertainty and crisis, luxury hotel GMs are vital in coping with changes and leading their organizations to recovery. GMs’ resilience and renewed role and abilities enable them to adapt rapidly to external changes on their business environment. Originality/value This study is unique in terms of scale and depth, as it provides useful insights regarding the GM’s role during an unprecedented crisis such as COVID-19.

International Journal of Contemporary Hospitality Management PurposeThe purpose of this paper is to provide a definition of talent and talent management in the luxury hotel sector with a focus on talent retention strategies. Design/Methodology/ApproachA qualitative approach was employed and 27 face-to-face semi-structured interviews were conducted with managers in luxury hotels in four countries (US, UK, Australia, and Greece). FindingsTalent refers to those who "go above and beyond". Talent retention strategies in luxury hotels include a friendly, family-oriented and open access culture, teamwork, compensation, succession planning, and training and development. A hybrid exclusive and inclusive approach to TM is proposed with the implicit engagement of the individuals. Practical implicationsLuxury hotels should choose talent management practices that fit the organizational culture with a focus on retention strategies that are tailor-made to the individual or groups of individuals. Opportunities to progress, succession planning and employee participation to talent management are valued in the industry. Originality / valueThis study provides findings from empirical comparative research conducted in four different countries, whereas most published work on talent management focuses on bibliographic reviews. It provides a conceptualization of talent and talent management. This study frames the nature of TM in hotels, and advances the knowledge of talent retention strategies found to be effective in hospitality.

Purpose -This study seeks to conceptualise how the occupational identity and culture of chefs is constructed and maintained through both work and social interaction.Design/methodology/approach -The research follows a qualitative interpretivist approach; in total 54 unstructured, in-depth, face-to-face interviews were conducted with Michelinstarred chefs in Great Britain and Ireland.Findings -Drawing upon the fieldwork, fresh insights into the social structures and processes which underpin the creation and maintenance of the occupational identity and culture of chefs are revealed in the chefs' own words.Theoretical implications -This study generates empirical data that informs contemporary debates about the role of work in identity formation with particular emphasis on the induction -socialisation process. In addition, the findings of this study suggest that identity and culture are interrelated in the sense that the cultural components of an occupational culture operate to reinforce a sense of identity among its occupational members.Practical implications -The findings suggest that Michelin-starred chefs have a strong occupational identity and culture. Strict rules and discipline are often used in kitchen brigades 2 as a means of monitoring quality and maintaining the high standards of performance. The occupational socialisation of new members is a long and painful process, that very often exceeds the limits of banter and it is analogous to the military induction. The phenomenon of bullying and violence in commercial kitchens is identified as an unacceptable behaviour that needs to be eliminated. This can be achieved with changes in the education and training of the young chefs and the strict enforcement of the anti-bullying policies.Originality/value -The understanding of chefs occupational identity and culture is critical for successful hospitality operations; nevertheless this is an under researched area. This study is unique in terms of scale and depth; it is expected to provide useful insights in both theoretical and practical perspective, regarding the formation of chefs' identity and culture in organisational settings.

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The purpose of this paper was to investigate internships in the hospitality sector and identify factors that contribute to student satisfaction from this working and learning experience. Students that had completed their internships from both public and private higher education institutions in Greece participated in this study. The findings suggest that overall students demonstrated a favourable perception towards their internship experience. This research also suggests that working in a professional environment, the learning experience, social interaction with supervisors/staff and the working conditions are factors that contribute to motivation and student satisfaction from internships. Finally, student expectations towards the internship experience were focused in learning and working in a professional environment. Long working hours, low or poor pay and lack of coordination are the issues that were raised and contribute to low satisfaction.