Foreign versus local managers: Finding the perfect leaders for multinational hotel subsidiaries

Situmorang, Ringkar; Japutra, Arnold

doi:10.1016/j.ijhm.2018.11.015

Cited by 15 publications

(20 citation statements)

References 71 publications

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“…MNEs need to pay attention to human resource management (HRM) issues such as recruitment and cross-cultural training of expatriate managers to increase their success probability. With regard to recruitment, it is important for MNEs to take into account individual and family factors rather than technical and managerial expertise when selecting expatriate managers (Situmorang and Japutra, 2019). Among these factors, the most significant ones are relational skills that enhance expatriate learning through interaction with the host community.…”

Section: Discussionmentioning

confidence: 99%

Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

Ghezal

Khemakhem

2020

RIBS

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Purpose This study aims to develop a conceptual model to examine the impact of four organizational factors (expatriate managers, stakeholder engagement, corporate social mission and demand management) on the social response activities and their subsequent effect on corporate social performance among subsidiaries of multinational enterprises (MNEs) in Tunisia, characterized as a small African economy. Design/methodology/approach This study uses data collected from 115 subsidiaries established in an African country – Tunisia. It also applies a partial least square regression to test the hypotheses proposed in a comprehensive framework. Findings This study reveals that each of these factors, with the exception of expatriate managers, is found to positively influence the adoption of social response activities by MNE’s subsidiaries. In addition, involvement in such activities is also important in enhancing social performance concerning employees and customers. Originality/value Despite years of encouragement from scholars and theorists, studies across Africa have generally shown no interest in corporate social response as a strategic process that safeguards the well-being of host society. This paper proposes a comprehensive model for identifying the antecedents and one consequence of corporate social response activities of MNE’s subsidiaries. Stakeholder theory is used as a theoretical lens to develop a corporate social response framework.

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Section: Discussionmentioning

confidence: 99%

Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

Ghezal

Khemakhem

2020

RIBS

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“…Given that STM is a concern of top management (Vaiman and Collings, 2013), we decided to focus on the GM and two SMs within each establishment. We focused only on both GMs and SMs because of their responsibility for organisational decision-making around STM (Situmorang and Japutra, 2019). We selected SMs who had responsibility for a specific division within each hotel and were actively involved in STM decision-making and implementation.…”

Section: Methodsmentioning

confidence: 99%

Strategic talent management in hotels during COVID-19: upper echelons and dynamic attention-based perspectives

Garavan

Sheerin

Koukpaki

et al. 2022

IJCHM

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Purpose The purpose of this longitudinal study is to qualitatively investigate the role of the general managers (GMs) and senior managers (SMs) in strategic talent management (STM) in hotels during COVID-19. Using upper echelon theory and the dynamic attention-based view, this paper explores the role of upper echelon theory cognitive characteristics (orientation towards STM and decision-making approach) and three dynamic attention-based view attention dimensions (communication, resource attention to the HR function and new configurations of STM) in influencing STM. Design/methodology/approach This study uses semi-structured interviews with hotel GMs and SMs at two time points over the duration of COVID-19 in six hotels (family-owned, boutique and international hotel chain) located in Ireland, the UK, Germany, Singapore and India. Findings The findings of this study reveal that GMs and SMs across the different hotels differed in their orientation towards STM and their decision-making approaches and this influenced cognitive and resource attention to STM. GMs and SMs remained cognitively attentive to STM through their communications around STM, and they revealed resource attention through resources to the HR function and new configurations of STM practices during COVID-19. The authors identify three distinct configurations of STM practices in operation in hotels during COVID-19. Practical implications This study’s findings reveal important practice implications in that GMs and SMs have a key role to play in the implementation of STM and the need to reconfigure how STM is undertaken during the crisis. This contrasts with the more espoused role suggested for these talent actors in the literature. Originality/value The authors used a longitudinal qualitative research design to surface the dynamic role of GMs’ and SMs’ cognitive and resource attention to STM in hotels during COVID-19 and the key role that orientation towards STM and decision-making approach affected both cognitive and resource attention dimensions.

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“…This is proving difficult even for multinational organisations, as Okpara and Kabongo’s (2011) study in Nigeria revealed. Multinational hotels rely, to a great extent, on corporately assigned expatriates to fill specialist positions in executive management, and particularly in the food and beverage roles (Situmorang and Japutra, 2019), and this is also the case in Nigeria (Nwokorie and Aneeke, 2019). However, it is more common for self-initiated expatriates (SIE) (Howe-Walsh and Kirk, 2021), to work for SMEs rather than multinational organisations (Jokinen et al , 2008).…”

Section: Talent Managementmentioning

confidence: 99%

Are people the greatest asset: talent management in SME hotels in Nigeria during the COVID-19 crisis

Howe-Walsh

Kirk

Oruh

2022

IJCHM

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Purpose This paper aims to evaluate the approaches to talent management (TM) in small- to medium-sized enterprise (SME) hotels in Nigeria during the COVID-19 crisis drawing on the resource-based view (RBV) of Strategy. Design/methodology/approach An interpretivist methodology was adopted, and 42 semi-structured interviews were undertaken with SME hotel owners, self-initiated expatriate (SIE) talent and local workers in Nigerian hotels. A thematic approach to analysis was undertaken to identify key themes. Findings The findings highlight how SME hotel owners’ reactive and short-term approaches to TM have created problems during the pandemic as they are unable to rely on acquiring SIE talent to fill key skills gaps. Furthermore, failure to capitalise on the expertise and networks of their current SIEs has resulted in a lack of knowledge sharing with other local employees. This results in TM strategies that do not offer differentiated approaches that balance talent flows to achieve competitive advantage. Practical implications SME hotel leaders should adopt a more equitable approach to TM that values all workers rather than exclusively focusing on SIEs. Employment contracts should ensure that SIEs are responsible for training and developing local workers as part of a networking approach to RBV. Originality/value This novel study focused on TM within SME hotels in a Nigerian context during COVID-19. The findings show how SME senior leaders value SIE talent above local workers and pursue a TM strategy that perpetuates the status quo. The COVID-19 crisis has acted as a catalyst for leaders to recognise the value of local talent and consider a more sustainable approach to TM.

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Foreign versus local managers: Finding the perfect leaders for multinational hotel subsidiaries

Cited by 15 publications

References 71 publications

Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

Investigating organizational factors of social response activities and their effect on corporate social performance in MNE’s subsidiaries operating in Tunisia

Strategic talent management in hotels during COVID-19: upper echelons and dynamic attention-based perspectives

Are people the greatest asset: talent management in SME hotels in Nigeria during the COVID-19 crisis

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