Toward a Cross-Cultural Diversity Perspective in Hospitality Curriculum Development

Mok, Connie; Noriega, Pender

doi:10.1080/10963758.1999.10685219

Cited by 18 publications

(6 citation statements)

References 20 publications

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“…This reality was in stark contrast to scholars' and practitioners' perceptions. Cross-cultural DM could provide hospitality 73 Diversity research in hospitality and tourism companies with a competitive advantage, by reducing turnover, motivating employees and sensitizing employees and customers (Mok and Noriega, 1999). Eight years later, a second review of the literature on the hospitality curriculum emphasized the need for educators to use graduate programs as the platform for educating future hospitality managers about the value of DM, not only because of its economic value but also because people are the most valuable assets in hospitality organizations (Lim and Noriega, 2007).…”

Section: Findings From the Hospitality And Tourism Diversity Management Literaturementioning

confidence: 99%

Diversity management research in hospitality and tourism: past, present and future

Kalargyrou

Costen

2017

IJCHM

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Purpose The purpose of this paper is to present a review of diversity management research published in hospitality and tourism-specific and business discipline-based journals. The study objectives include attempting to assess the progress of diversity management research in hospitality and tourism, identifying gaps between the general business diversity management literature and the hospitality and tourism literature and providing hospitality and tourism scholars with suggestions to advance knowledge in diversity management. Design/methodology/approach The study is a critical review of the existing diversity management literature in the general business and hospitality and tourism disciplines in an attempt to identify gaps and make suggestions for expanding this knowledge in the hospitality and tourism fields. Findings There are significant gaps between the diversity management scholarship conducted in hospitality and tourism disciplines and the general business field. Diversity management research in general business is far more in-depth and uses sociological and social psychological theoretical frameworks. Research limitations/implications There are lessons to be learned from the general business literature that uses strong theoretical foundations deeply grounded in sociological, psychological, social-psychological and management theories. The general management literature also explores the conditions under which diversity management adds value or creates challenges for organizations. Practical implications The hospitality and tourism industry has employed large numbers of ethnic minorities, women and members of the lesbian, gay, bisexual and transgender community for decades. As such, it is critical that scholars explore the implications of such a diverse workforce not only on organizational outcomes, but also on individual and group performance. The general business diversity management research suggests that workgroup composition can influence individual and group performance, as well as the quality of co-worker relationships. Given the team-oriented, interdependent nature of work in the hospitality and tourism industry, it is imperative that researchers conduct studies that help practitioners understand the most effective perspectives and approaches to diversity management. Social implications The critical literature review demonstrated that there is extremely scarce research on diversity management focusing on employees with disabilities. It is imperative to shed more light on best diversity management practices, workplace etiquette of this under-represented group of employees and their interaction with their co-workers. Originality/value This study’s results provide insight into areas of exploration that can significantly enhance the scholarship on diversity management in the hospitality and tourism literature.

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Section: Findings From the Hospitality And Tourism Diversity Management Literaturementioning

confidence: 99%

Diversity management research in hospitality and tourism: past, present and future

Kalargyrou

Costen

2017

IJCHM

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“…And as others note, it is not enough to simply deal with awareness, instead hospitality educators need to consciously include diversity management, cross-cultural diversity education, and human-relations skills throughout their curricula to meet the needs of the diverse hospitality industry (Antun & Partlow, 1999;Mok & Noriega, 1999;O'Halloran & O'Halloran, 2000;Tanke, 1988).…”

Section: In Another Instance Flagstar (Denny's Restaurants)mentioning

confidence: 97%

Hospitality Students and Their Stereotypes: A Pilot Study

Deale

Wilborn

2006

Journal of Hospitality & Tourism Education

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“…Thus, the tourism and hospitality education should place emphasis on international management (Mok and Noriega, 1999). Mayaka and Akama (2007) also noted that there was a lack of consensus between the public and private sectors.…”

Section: Tourism Higher Education: Trend and Issuesmentioning

confidence: 99%

Strategic alliances in institutions of higher education: a case study of Bandung and Bali Institutes of Tourism in Indonesia

Suherlan

2017

IJTC

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Purpose-The purpose of this paper is to identify and assess an empirical description of how to respond to the needs of future human resource development, and any strategic alliances that have been made by STP Bandung and Bali to respond to global competition. Design/methodology/approach-This study uses a qualitative naturalistic approach, with descriptive methods and case studies. The data were gathered through interviews, observations, and study of the documents. The sampling technique used was purposive. Data analysis was performed using data display, data reduction, and data verification through triangulation process. Findings-STP Bandung and Bali have carried out various strategic measures through the improvement of both their internal and external environments. Strategic alliances with other institutions are oriented toward the improvement of the quality of education. This is in accordance with the vision and mission of the institution where priorities were put on joint programs, organization of students' internship programs, support for the development of educational institutions, and optimizing the implementation of the three responsibilities of higher education in Indonesia, both in terms of quantity and quality, along with building a culture of research for lecturers. Research limitations/implications-This research still needs improvement since there are some limitations in generating its conclusion. Therefore further research is recommended to increase sample number, i.e. by including, among others, students, graduates, employer communities, and region leaders, and also to involve other private, tourism higher education centers. Practical implications-This study implies that in carrying out its core business, namely, tourism education, STP Bandung and Bali need to strengthen and cultivate the academic and research cultures among faculty members. In conjunction with contributions from research literature and practice, this study confirms the importance of strategic alliances between institutions of tourism education, at the national, regional, and international levels, that are producers of human resources for tourism for the government. Being graduates, they serve as competent members of a government agency responsible for managing a destination or other tourism sectors, at local, provincial, national, regional, and international levels. Social implications-This study also implies that the Ministry of Tourism should implement the model of strategic education management through strategic alliances, so as to increase the capacity of the human resources for tourism, thus directly or indirectly contributing to the quality of city/regional or tourism destination. Originality/value-Research studies on strategic alliance in the field of higher education, especially in the field of tourism are still very limited. This study provides a breakthrough that strategic alliances can not only be done in the business world, but also in the education sector. Results of research on strategic alliances in higher education ...

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Toward a Cross-Cultural Diversity Perspective in Hospitality Curriculum Development

Cited by 18 publications

References 20 publications

Diversity management research in hospitality and tourism: past, present and future

Diversity management research in hospitality and tourism: past, present and future

Hospitality Students and Their Stereotypes: A Pilot Study

Strategic alliances in institutions of higher education: a case study of Bandung and Bali Institutes of Tourism in Indonesia

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