Mobility and structure in the career paths of UK hotel managers: a labour market hybrid of the bureaucratic model?

Ladkin, Adele; Riley, Michael

doi:10.1016/0261-5177(96)00053-2

Cited by 65 publications

(82 citation statements)

References 14 publications

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“…Yet there are industries, for example hotels, where inter-firm mobility far surpasses intra-firm mobility, reflecting a different balance between internal and external labour markets (Ladkin and Riley 1996). Additionally, there are extra-firm movers who migrate to a destination area without formal or informal employment contracts with local firms, constituting 'free agent labour migrants' (Williams 2005).…”

Section: Migration Human Capital and Knowledge (B)mentioning

confidence: 99%

International labour migration and tacit knowledge transactions: a multi‐level perspective

Williams

2006

Global Networks

108

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There has been limited research on the role of international migration in the transfer of tacit knowledge, as opposed to skills and capital. In part, this results from lack of engagement between research on migration and that on knowledge and learning, even in debates concerning the relative importance of distanciated versus localised knowledge transfers. However, positioning international migration in relation to the literature on knowledge management opens up new perspectives on its role in the overall transfer of knowledge in the economy. Starting from the premise that all tacit knowledge transactions are socially situated, this paper sets out a multi-level approach to understanding the role of migrants in knowledge exchanges. The national, the urban and the firm constitute key levels in this analysis, although these are understood as inter-folded rather than as discrete sites of analysis.3

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Section: Migration Human Capital and Knowledge (B)mentioning

confidence: 99%

International labour migration and tacit knowledge transactions: a multi‐level perspective

Williams

2006

Global Networks

108

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“…The industrial context under examination is the UK hospitality industry where research on management careers has been called for (Lakin and Riley, 1996). In addition, Generation Y's distinctive characteristics (Amar, 2004) and the changing structures of careers (Baruch, 2004) underline the relevance of this research.…”

Section: Introductionmentioning

confidence: 99%

Careers in Hospitality Management: Generation Y's Experiences and Perceptions

Barron

Maxwell

Broadbridge

et al. 2007

Journal of Hospitality and Tourism Management

128

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This article is founded on Broadbridge, Maxwell and Ogden's (2006a) work on the job experiences and career expectations of Generation Y undergraduates who are soon to embark on their full time careers. The industrial context under examination is the UK hospitality industry where research on management careers has been called for (Lakin and Riley, 1996). In addition, Generation Y's distinctive characteristics (Amar, 2004) and the changing structures of careers (Baruch, 2004) underline the relevance of this research. The key inference from the primary work covered in the article is that the hospitality industry needs to understand and respond to the characteristics of Generation Ys so as to enable them to develop their management careers in a way that is attractive to them.

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“…In smaller hotels, therefore, the management structure is more fragmented and career paths tend to be more dependent upon individual initiatives (Ladkin & Riley, 1996). As a result, the profession attracts individuals from a range of backgrounds with diverse skills and work experiences, and consequently accumulated knowledge and innovation capacity.…”

Section: Migration Innovation and Hotels: An Under-researched Relatimentioning

confidence: 99%

Migration and Innovation at the Bottom End: Understanding the Role of Migrant Managers in Small Hotels in the Global City

et al. 2012

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Mobility and structure in the career paths of UK hotel managers: a labour market hybrid of the bureaucratic model?

Cited by 65 publications

References 14 publications

International labour migration and tacit knowledge transactions: a multi‐level perspective

International labour migration and tacit knowledge transactions: a multi‐level perspective

Careers in Hospitality Management: Generation Y's Experiences and Perceptions

Migration and Innovation at the Bottom End: Understanding the Role of Migrant Managers in Small Hotels in the Global City

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