ORGANIZATIONAL
CULTURE IN THE HOSPITALITY INDUSTRY A BIBLIOMETRIC ANALYSIS AND SYSTEMATIC
LITERATURE REVIEW
Jose
Efren Leyva-Duarte
Universidad
Autônoma de Occidente, México
E-mail: iq.leyva.duarte.e@gmail.com
Maria
Teresa de la Garza Carranza
Tecnológico
de Celaya, Instituto Politécnico Nacional, México
E-mail: teresa.garza@itcelaya.edu.mx
José
de Jesús Chávez Martínez
Universidad
Autônoma de Occidente, México
E-mail: jojecham@hotmail.com
Francisco
Javier Pinedo-de-Anda
Universidad
Autônoma de Occidente, México
E-mail: fjpinedo@hotmail.com
Juan
Cayetano Niebla Zatarain
Universidad
de Autônoma de Occidente, México
E-mail: juan.niebla@udo.mx
José
Porfirio González Farías
Tecnológico
de Celaya, Instituto Politécnico Nacional,México
E-mail: porfirio.gonzalez@itcelaya.edu.mx
Submission: 6/27/2019
Revision: 9/18/2019
Accept: 10/2/2019
ABSTRACT
Hospitality Industry
has a particular context, it is broadly competitive, and in permanent change.
An organizational culture can improve the results of different organizations.
This study evaluates the organizational culture research in the field of the
hospitality industry to obtain an understanding of its actual situation and
future. The study used bibliometric analysis and systematic literature review
to examine publications of five journals about hospitality in the Web of
Science database, from 1980 to April 2019. Findings indicate that hotels are
the main field of research of the hospitality industry, and the quantitative
methodology approach is the most used. Moreover, it shows three paths of recent
research for future analysis.
Keywords: Organizational Culture, Hospitality Industry, Hospitality Management, Bibliometric Analysis
1.
INTRODUCTION
Today, the phenomenon of globalization, the opening of
the market, and the growing customers’ demand are requirements of competition
that companies in the world must face. A select
context of the industry in the world is the Hospitality Industry (HI). This
industry is broadly competitive, and it is in permanent change. Hospitality
Industry uses as a primary strategy to give appropriate service for guests and customers.
The hospitality industry is formed by enterprises that provide lodging,
food, and drinks, and meetings for tourists, travelers, and for the residents
of the locality where these enterprises are installed. The HI includes
businesses such as hotels, restaurants, events, timeshare for tourists, clubs,
institutional food services, and assisted living facilities that are businesses
exclusively for residents (PIZAM, 2009).
In the hospitality industry, Organizational Culture (OC) is a scarce
topic analyzed. Today, more than six thousands of research publications about
OC have been published in the Web of Science database. However, a few
publications have a relationship with the HI. The publications have been done
taking into different context of the industry (building, technology, manufacturing,
hospitality) and different methodology approach (quantitative, qualitative, and
a mixed one). The analysis of diverse publications shows topics widespread
related to OC, for example, performance, leadership, efficacy, market
orientation (LEYVA-DUARTE et al., 2019).
On the other hand, organizational culture is associated with
different improvements in outputs of the organizations where it has been
analyzed, although if the OC is not adequate to the context, OC will not
produce useful outputs (GAVRIC; SORMAZ; ILIC, 2016). However, OC could be used
to improve the strategy of the HI, customer service.
Hotels and restaurant are the focus of the research in the HI. Here, OC has
been a scarce topic studied by the researches.
Consequently, the research analyzes the
publications about organizational culture in the hospitality industry.
Therefore, the research uses the Web of Science database as providing useful
information on scientific research publications of organizational culture in
the hospitality industry. In conclusion, our objective is to provide
information about organizational culture paths for future studies and show it
for interested researchers.
The
article is organized in the next sections: section two will present a framework
of reference for organizational culture in the hospitality industry; the
methodological approach used in this research is shown in section three;
section four exposes the results from the bibliometric analysis and the
clusters existing in the literature; section five presents a systematic
literature review of each cluster. Finally, conclusions are drawn, and future
research directions are identified.
2.
LITERATURE REVIEW
2.1.
Hospitality industry and
organizational culture
Hospitality is a concept that can be defined as an
organizational culture that develops inside the organization, and this culture
identifies the organization (PIZAM, 2018).
The HI has a unique and specific culture when it is compared to other
industries (DAWSON;
ABBOTT; SHOEMAKER, 2011). HI
is an industry that is formed by companies that offer lodging, food, and
drinks, as well as meetings for tourists, travelers and for the residents of
the locality where they are installed (PIZAM, 2009).
In
another hand, Barrows; Powers; Reynolds (2012) mention that hotels and
restaurants, as well as many other types of operations that offer shelter
and/or food and entertainment to people away from home, making up the HI.
Barrows et al. do not include in their definition to residents of the locality.
The hospitality industry has its unique features; an example is the front-line
employees, they do deliver physical products but also intangible products such
as manners and experiences (KAO; TSAUR; WU, 2016).
Due to the growing competition on a global
level, the hospitality industry needs to manage its internal operations and
focus on raising service quality and reducing costs (VIJ, 2016). Several topics have been in the
context of HI to improve the results of the enterprises, for instance, service,
leadership, total quality service, empowerment, and so.
Service
is a vital aspect of the HI (GJURASIC; LONCARIC, 2018).
Excellent service influences a guest's decision to return to the hotel in this
industry (GJURASIC;
LONCARIC, 2018),
the service quality perceptions are formed during production, delivery and
consumption processes (KAO et al., 2016). Support and cooperation among
hotel employees are critical factors at improving service quality (GJURASIC; LONCARIC, 2018). Total Quality Service (TQS) is a
concept that organizations of the hospitality industry and tourism are
embracing, this is to do TQS produce a good impact on the development of
national hospitality sector (SINGH, 2015).
Therefore,
unlike traditional produce-oriented service quality perceptions, it is supposed
that managing total quality experiences should be found in the organizational
culture of customer delight (KAO et al., 2016). Ensuring the generation of
customer satisfaction and delight can promote customer loyalty because HI is in
a constant change and demand more than a customer satisfaction-style management
(KIM; VOGT; KNUTSON, 2015).
One
of the essential strengths of the hospitality and
tourism industry are human resources (KUSLUVAN et al., 2010).
The complexity of managing the experiences of the guests is a feature of the
hospitality industry, which makes the human resource managers of the companies
in this industry became forced to find new techniques to manage the relationship with employees and
guests (AZIC, 2017).
Some
studies have analyzed how employee performance can be managed to improve the
organizational bottom line (KUSLUVAN et al., 2010).
A good fit between OC and person plays a significant role in predicting
employee creativity (HON; LEUNG, 2011).
Promoting service innovation and knowledge management have the potential to improve organizational performance and to achieve
strategic goals for the HI (KASEMSAP; SOOD, 2017).
Through
leadership competency and organizational culture, the hotels can react quickly
to the needs of the customers. Then, responsiveness would enhance hotel revenue
(ASREE; ZAIN; RAZALLI, 2010). In HI, a CEO focus on servant leadership improves
positively firm performance through the service climate (HUANG et al., 2016). Managers need to understand the importance of
not only customer satisfaction, but also customer loyalty is indirectly driven
by the delight (KIM
et al., 2015). An effective
manager in the HI must keep in mind these three objectives: (1) making the
guest welcome personally, (2) making things work for the guest, and (3) making
sure that the operation will continue to provide service and meet its budget (BARROWS et al., 2012).
Is
essential for organizations of the hospitality industry to learn that
empowering employees to enhance their performance requires a shift in
organizational culture (KRUJA; HA; DRISHTI; OELFKE, 2016). Moreover, empowering employees allows them to
identify customer needs and implement solutions as one way to satisfy customers (CHIANG; JANG, 2008).
Three
significant predictors of empowerment in the HI are self-management, work
environment, and leadership (KRUJA et al., 2016).
In the enterprises of hospitality, empowerment is somewhat that makes feel
useful to the employees about themselves and their jobs assigned (KRUJA et al., 2016).
Thus,
the hospitality industry has a unique and specific organizational culture (DAWSON et al., 2011; BAVIK,
2016b). OC culture is not an overall yield
studied in enterprises of HI. Some researchers have done variety of works about
OC and its relationship with diverse topics in HI, for instance: Pizam (2018) defines hospitality culture as a
system of shared norms, values, beliefs, traditions, and expectations whose
ultimate goal is to provide exceptional service and memorable experiences to
all the organization’s stakeholders.
Dawson et al. (2011) built a scale to identify the
variables of hospitality culture. This scale allows to know constructs included
within the organizational hospitality culture: management principles, customer
relationships, job variety, job satisfaction, principles, leadership, risk
taker, accuracy, and composure.
Asree et al. (2010) analyzed the impact of leadership
competency and OC on the responsiveness and the performance in hotels. They
found positive relationships between OC and leadership with responsiveness,
whereas responsiveness generated a positive relationship with hotel revenue.
In their research, Chen (2013) studied the relationship between how the organizational culture and leadership style affects the internal service quality in hotels in Taiwan. In this research, a questionnaire was applied to scholars, hotel managers and personnel of five hotels in Taipei, and the results indicated that organizational cultures and leadership styles have a significant influence on internal service quality.
In short, the role played for organizational
culture in enterprises of the hospitality industry is not well defined.
Organizational culture, specifically, as it relates to the hospitality
industry, is also a research area that has remained relatively unexplored
(BAVIK, 2016b). The questions are: what are the main topics associated with
organizational culture in the hospitality industry?, and what is the
intellectual structure of emerging literature on organizational culture in the
hospitality industry?
Therefore, through of bibliometric analysis
and a systematic literature review, this article has the aim to provide useful
information on scientific research publications of organizational culture in
the hospitality industry, identifying trend topics and new research field about
this subject for researchers interested.
3.
METHODOLOGY
The Web of Science Core Collection (WoS) is a widely used database. It was selected for this research because this database has been used in the previous bibliometric analysis in other areas. (LEYVA-DUARTE et al. (2019); CAPUTO et al., 2018; MASCARENHAS et al., 2017; MERIGO; YANG, 2017)
Web of Science Core Collection database includes six
citation indexes: Science Citation Index Expanded (SCI-EXPANDED), Social Sciences Citation Index (SSCI), Arts &
Humanities Citation Index (A & HCI), Book Citation Index-Science (BKCIS), Book Citation Index- Social Sciences &
Humanities (BKCI-SSH), Emerging Sources Citation Index (ESCI).
The research method consisted of four steps:
Step 1. The search in the
database was done in three stages (see figure 1).
1)
The phrase “Organizational Culture” used in the
section of search in the WoS database. Here, a search by topic into the Web of
Science database was select. The search by topic includes the following fields
to search for a record of the database: title, abstract, keywords of the
author, and keywords plus. The search in WoS obtained 6540 publications about
the topic. These publications were published in 2418 journals.
2)
A specific search in the complete list of 2418 journal
was done. Using the criterion of selection of journals, in its name should
include the word “Hospitality,” five journals were selected because they met
the selection criteria.
3)
The criteria of
selection of journal allowed a refined search to take into only the journals
previously identified. Here, information about publications was obtained, and
it was used for the present revision. An analysis of the abstract of the
publication allowed to identifies two publication without a relationship to the
topic. Thus, 43 publications were used to the present research. The search was
done on April 30, 2019, and the range of time from 1980 to April 2019.
Figure 1: Search
process used in WoS
Step 2. A bibliometric
analysis using two specific indicators, co-occurrences of keywords and
bibliographic coupling of publications was done. For this, the research used
VOSviewer Version 1.6.9 software. Here, a detailed analysis was done on the
information that WoS provided to facilitate the understanding of the topic. VOSviewer is a software that was
developed for constructing and viewing bibliometric network maps. VOSviewer can, for example, be used to get maps of
authors or journals based on co-citation data
or to get maps of keywords based on co-occurrence data (VAN ECK; WALTMAN, 2010)
Step 3. For this research, the indicators of co-occurrences of Keywords and
bibliographic coupling. Keywords analysis permitted to obtain the principal's
topics associated with organizational culture and respond to; what are the
topics associated with a particular line of research? (ZUPIC; CATER, 2015). Bibliographic coupling was used due to its ability to
answer the following questions: 1. “What is the intellectual structure of
recent literature? 2. How does the intellectual structure of the research
stream reflect the richness of the theoretical approaches?” (ZUPIC; CATER, 2015).
Step 4. In this step, the
systematic literature review was done. It considered the articles involved in
the network map of bibliographic coupling. The aim to explain what is happened
with the research of organizational culture in the context of the Hospitality Industry
was clarified.
4.
RESULTS
In the first process of search in the Web of Science Core
Collection, a total of 45 publications were obtained for this analysis in five
leading journals. Table 1 shown the list of five journals selected by this
analysis and the number of publications on organizational culture. Here,
International Journal of Hospitality Management is the journal where
organizational culture has been a topic widely taking into by the researchers.
A review of abstracts identified two publications with less related to the
topic, and these publications were excluded from the study
Table 1: Total of
publications by a journal about Organizational Culture
|
Journal |
Publications |
|
International
Journal of Hospitality Management |
21 |
|
International
Journal of Contemporary Hospitality Management |
11 |
|
Cornell Hospitality Quarterly |
5 |
|
Journal
of Hospitality And Tourism Management |
4 |
|
Journal
of Hospitality & Tourism Research |
4 |
In
table 2 present the 43 publications by journal, here include authors and year
of publication and name of the publication. Moreover, it is shown the type of
publications (article, review), the approach methodology (qualitative,
quantitative o mixed), and the type of hospitality industry (Hotel o
restaurant, other) where the research was done.
Table 2: Publications about organizational culture
in five journals (Web of Science 1980-
April 2019)
|
Publication |
Type of publication |
Approach Methodology |
Industry |
|||||||
|
Authors: |
(SUN et al., 2019) |
|||||||||
|
Title: |
Impact of cultural values on technology
acceptance and technology readiness |
Article |
Quantitative |
Hotel |
||||||
|
Authors: |
(WANG; RYAN; YANG, 2019) |
|||||||||
|
Title: |
Employee brand love and love behaviors:
perspectives of social exchange and rational choice |
Article |
Quantitative |
Hotels |
||||||
|
Authors: |
(PIZAM; TASCI, 2019) |
Review |
||||||||
|
Title: |
Experienscape: expanding the concept of
servicescape with a multi-stakeholder and multi-disciplinary approach
(invited paper for 'luminaries' special issue of international journal of
hospitality management) |
|||||||||
|
Authors: |
(PIZAM, 2018) |
Editorial
Note |
||||||||
|
Title: |
Hospitality as an organizational culture |
|||||||||
|
Authors: |
(REYES-SANTIAGO;
SANCHEZ-MEDINA;DIAZ-PICHARDO, 2017) |
Article |
Quantitative |
Hotels |
||||||
|
Title: |
Eco-Innovation and organizational culture
in the hotel industry |
|||||||||
|
Authors: |
(NAZARIAN et al.,
2017) |
Article |
Quantitative |
Hotels |
||||||
|
Title: |
Influence of national culture and balanced
organizational culture on the hotel industry's performance |
|||||||||
|
Authors: |
(ERHARDT, MARTIN-RIOS; HECKSCHER, 2016) |
Article |
Qualitative |
Restaurants |
||||||
|
Title: |
Am I doing the right thing? Unpacking
workplace rituals as mechanisms for strong organizational culture |
|||||||||
|
Authors: |
(BAVIK, 2016) |
Article |
Mixed |
Hotels |
||||||
|
Title: |
Developing a new hospitality industry
organizational culture scale |
|||||||||
|
Authors: |
(KAO et al., 2016) |
Article
|
Qualitative |
Hotels |
||||||
|
Title: |
Organizational culture on customer delight
in the hospitality industry |
|||||||||
|
Authors: |
(CHANG; MA, 2015) |
Article |
Qualitative |
Hotels |
||||||
|
Title: |
Managing the service brand value of the
hotel industry in an emerging market |
|||||||||
|
Authors: |
(CHEN, 2013) |
Article |
Quantitative |
Hotels |
||||||
|
Title: |
Factors influencing internal service
quality at international tourist hotels |
|||||||||
|
Authors: |
(ZHAO; MATTILA, 2013) |
Article |
Quantitative |
Hotels |
||||||
|
Title: |
Examining the spillover effect of frontline
employees' work-family conflict on their affective work attitudes and
customer satisfaction |
|||||||||
|
Authors: |
(HWANG; KIM; HYUN, 2013) |
Article |
Quantitative |
Restaurants |
||||||
|
Title: |
The role of server-patron mutual disclosure
in the formation of rapport with and revisit intentions of patrons at
full-service restaurants: the moderating roles of marital status and
educational level |
|||||||||
|
Authors: |
(CHOUDHURY; MCINTOSH, 2013) |
Article |
Qualitative |
Restaurant |
||||||
|
Title: |
Retaining students as employees:
owner-operated small hospitality businesses in a university town in New
Zealand |
|||||||||
|
Authors: |
(CHEN; CHENG, 2012) |
Article |
Quantitative |
Hotels |
||||||
|
Title: |
Factors affecting the knowledge sharing
attitude of hotel service personnel |
|||||||||
|
Authors: |
(CHEN et al., 2012) |
|||||||||
|
Title: |
A review of the literature on culture in
hotel management research: what is the future? |
Review |
||||||||
|
Authors: |
(HON, 2012) |
|||||||||
|
Title: |
When competency-based pay relates to
creative performance: the moderating role of employee psychological need |
Article |
Quantitative |
Hotels
and Services |
||||||
|
Authors: |
(YANG, 2012) |
Article |
Qualitative |
Hotels |
||||||
|
Title: |
Effects of ownership change on
organizational settings and strategies in a Taiwanese hotel chain |
|||||||||
|
Authors: |
(RUETZLER; TAYLOR; REYNOLDS; BAKER, 2011) |
|||||||||
|
Title: |
Understanding perceptions of professional
attributes using conjoint analysis |
|||||||||
|
Authors: |
(DAWSON; ABBOTT; SHOEMAKER, 2011) |
Article |
Mixed |
Hotels
and Restaurants |
||||||
|
Title: |
The hospitality culture scale: a measure
organizational culture and personal attributes |
|||||||||
|
Authors: |
(GJERALD; OGAARD, 2010a) |
|||||||||
|
Title: |
Eliciting and analyzing the basic
assumptions of hospitality employees about guests, co-workers, and
competitors |
Article
|
Qualitative |
Hospitality |
||||||
|
Authors: |
(UBEDA-GARCIA et al., 2018) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
Continuous innovation in the hotel industry
the development of organizational ambidexterity through human capital and
organizational culture in Spanish hotels |
|
||||||||
|
Authors: |
(LAW et al., 2018) |
Review |
|
|||||||
|
Title: |
Systematic review of hospitality CRM
research |
|
||||||||
|
Authors: |
(YOUN, KIM; SONG, 2017) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
The leading causes and consequences of
citizenship pressure in the hotel industry |
|
||||||||
|
Authors: |
(RAHIMI, 2017) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
Customer relationship management (people,
process and technology) and organizational culture in hotels which traits
matter? |
|
||||||||
|
Authors: |
(RAHIMI; GUNLU, 2016) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
Implementing customer relationship
management (CRM) in hotel industry from organizational culture perspective
case of a chain hotel in the UK |
|
||||||||
|
Authors: |
(QIN et al., 2015) |
Article |
Qualitative |
Hotels |
|
|||||
|
Title: |
Management innovations in a Chinese hotel
company: the case of 7 Days Inn |
|
||||||||
|
Authors: |
(KARATEPE, 2013) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
The effects of work overload and
work-family conflict on job embeddedness and job performance the mediation of
emotional exhaustion |
|
||||||||
|
Authors: |
(O'NEILL, 2012a) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
The determinants of a culture of partying
among managers in the hotel industry |
|
||||||||
|
Authors: |
(ASREE, ZAIN; RAZALLI, 2010) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
Influence of leadership competency and
organizational culture on responsiveness and performance of firms |
|
||||||||
|
Authors: |
(GJERALD; OGAARD, 2010) |
Article |
Mixed |
Hospitality |
|
|||||
|
Title: |
Exploring the measurement of basic
assumptions about guests and co-workers in the hospitality industry |
|
||||||||
|
Authors: |
(BELLOU; ANDRONIKIDIS, 2009) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
Examining organizational climate in greek
hotels from a service quality perspective |
|
|
|
|
|||||
|
Authors: |
(SIMONS, PARKS; TOMLINSON, 2018). |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
The benefits of walking your talk:
aggregate effects of behavioral integrity on guest satisfaction, turnover,
and hotel profitability |
|
||||||||
|
Authors: |
(HAN, 2012) |
|
||||||||
|
Title: |
The relationship among corporate culture,
strategic orientation, and financial performance |
Article |
Quantitative |
Hotels |
|
|||||
|
Authors: |
(HON; LEUNG,2011) |
|
||||||||
|
Title: |
Employee creativity and motivation in the
Chinese context: the moderating role of organizational culture |
Article |
Quantitative |
Electronic
services, sales and marketing services, and hotels |
|
|||||
|
Authors: |
(KUSLUVAN et al., 2010) |
|
||||||||
|
Title: |
The human dimension a review of human
resources management issues in the tourism and hospitality industry |
Review |
|
|||||||
|
Authors: |
(BROWNELL, 2008) |
|
||||||||
|
Title: |
A commentary on leading change with the 5-p
model: 'complexing' the swan and Dolphin hotels at Walt Disney World |
Article |
Qualitative |
Hotels |
|
|||||
|
Authors: |
(DATTA;
SINGH, 2018) |
|
||||||||
|
Title: |
Determining The Dimensions Of Organizational Climate Perceived By The
Hotel Employees |
Article |
Quantitative |
Hotels |
|
|||||
|
Authors: |
(JOGARATNAM, 2017) |
Article |
Quantitative |
Restaurants |
|
|||||
|
Title: |
How Organizational Culture Influences Market Orientation and Business
Performance in the Restaurant Industry |
|
||||||||
|
Authors: |
(BAKER;
HASTINGS, 2016) |
Article |
Qualitative |
theme parks, hotels and visitor information
centers |
|
|||||
|
Title: |
"Texting In Their Pockets": Millennials And Rule Violations
in the Hospitality Industry |
|
||||||||
|
Authors: |
(ZHAO et
al., 2016) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
Motivating Frontline Employees: Role of Job Characteristics in Work
and Life Satisfaction |
|
|
|
|
|||||
|
Authors: |
(O'NEILL, 2012b) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
Face time in the hotel industry: an exploration of what it is and why
it happens |
|
||||||||
|
Authors: |
(XIAO;
O'NEILL, 2010) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
Work-family balance
as a potential strategic advantage: a hotel general manager perspective |
|
||||||||
|
Authors: |
(CHIANG; JANG, 2008) |
Article |
Quantitative |
Hotels |
|
|||||
|
Title: |
The antecedents and consequences of psychological empowerment: the
case of Taiwan's hotel companies |
|
|
|
|
|||||
4.1.
Co-occurrence of keywords
The purpose of this
indicator is that when words frequently co-occur
in documents, it means that the concepts behind those words are closely related
to (ZUPIC; CATER,
2015). The co-words analysis made it
possible to obtain two types of results: (1) the definition of the themes
present in the field and their classification within the strategic matrix in
terms of their different levels of development; and (2) networks of keywords
associated with each thematic cluster (LOPEZ-FERNANDEZ; SERRANO-BEDIA; PEREZ-PEREZ, 2016).
The 43 analyzed publications contain 176
defined keywords by the authors of the
publications. The analysis of co-occurrence of keywords shown than 16 keywords
presented co-occurrence in the least two times. In table 3 are shown the
keywords of authors and their number of occurrences. The word “Hotel” is present in four keywords
(Hotels, Hotel employee, Hotel Management, and Hotel Industry). The keyword
“restaurants” in only one keyword. “Performance” is a critical keyword linked
to organizational culture, and it has two co-occurrences in the analyzed
publications. At last, Leadership has six occurrences. Figure 2 shows the
network map of Keywords of authors.
Table 3: Key Words by
author
|
Keyword |
OCC |
TLS |
Keyword |
OCC |
TLS |
|
organizational culture |
23 |
23 |
human resources management |
2 |
2 |
|
Leadership |
6 |
9 |
internal marketing |
2 |
3 |
|
Hotels |
4 |
4 |
job satisfaction |
2 |
4 |
|
hotel employees |
3 |
4 |
job stress |
2 |
3 |
|
hotel management |
3 |
2 |
new zealand |
2 |
1 |
|
customer relationship
management |
2 |
2 |
Performance |
2 |
1 |
|
customer satisfaction |
2 |
2 |
Restaurants |
2 |
2 |
|
hotel industry |
2 |
3 |
Trust |
2 |
5 |
OCC: Occurrences, TLS: Total LinkStrength
Figure 2: Network map of Key words
of authors in publications of five main journals in Hospitality 1980-2019
4.2.
Bibliographic Coupling
The analysis of bibliographic coupling is shown in figure
3. Here, the network map permits to identify the cluster and relationship
between the authors about the topic. This analysis is performed to show lines
of future research because it includes recent publications about the topic.
As
shown, the research in organizational culture is divided into three clusters
(figure 3). The first one (in red), contains publications on topics related to
the OC that can be used as usual strategies to improve performance. The second
(in green) is related to topics on OC that are used to build specific
strategies in Hospitality Management. Finally, the third cluster (in blue) is
focused on Customer Relation
Management and OC. It thus contains most of the publications using
quantitative methodologies.
Figure 3: Bibliographic coupling
of publications on organizational culture in five journals of hospitality
1980-2019
4.3.
Systematic Literature Review
The bibliometric analysis identified three clusters that
include publications with the relation between them. Then, after a analyzes
process, the clusters were named (red) OC and Common Strategies in Hospitality
Management, (green)OC and Specific Strategies in Hospitality Management, and
(blue) OC and CRM Strategic for Hospitality Management.
4.3.1. Red Cluster. OC and Common
strategies in hospitality Industry.
This cluster
incorporates publications that focus on strategies of management between OC and
another topic to improve the performance in hospitality management. Eleven
publications integrate the cluster, focusing on variables that may affect
outcomes such as performance and others. Identifies the variables
aforementioned and applicate strategies for improving the outcomes is the
central challenge.
Out of eleven publications, nine were done using
a quantitative methodology and two for qualitative methodology. Hotels were the
enterprise more used to develop the researches, while only one restaurant was
used as the place where the research was developed. These researches were done
in diverse countries: (3) US, (3) China (1) Spain, (1) India, (1) UK, (1)
Taiwan and (1) México.
In the red cluster, there is a group of
publication with focus on the performance Jogaratnam (2017), Simons
et al. (2018), Ubeda-Garcia et al. (2018)
and Nazarian et al. (2017).
In this research, Jogaratnam
(2017) showed in the
specific area of the hospitality industry of restaurants, the relationship
between OC, market orientation with performance. Here, Jogaratnam confirms that
some types of organizational culture are better predictors of performance than
market orientation.
In another side, Nazarian et al. (2017) explain
in his publication how in London´s hotels, the performance is improved through
of development of a balanced organizational culture in the enterprise, and that
for this is necessary to take into the specific influence of the national
culture of the host country.
Ubeda-Garcia
et al. (2018) used a sample
of 100 hotels in Spain to determine whether the use of high-performance work
systems (HPWSs) facilitates the development of organizational ambidexterity
directly, or if the organizational ambidextrous culture serves as mediating
variable. Organizational ambidexterity is the ability of organizations to use
their current competencies and at the same time, to explore new opportunities for
the improvement of new capabilities.
In conclusion, Ubeda-Garcia et al. (2018) confirm that HPWSs exert a direct influence on
organizational ambidexterity and ambidextrous organizational culture emerges as
a mediating variable between HPWSs and organizational ambidexterity. The
ambidexterity presents an impact on the performance of hotels.
Finally, Simons et al. (2018) in their study of US hotels analyzed the association
between the behavior integrity of managers and worker turnover, customer
satisfaction, and hotel profitability. They used in their research a sample
constituted by workers of hotels of the same brand, and they determined the
presence of a strong association between the variables in the study.
Another identified group in this cluster (red)
is a group of publications with a selective approach on psychological issues of
workers Datta;
Singh (2018), Zhao et al. (2016) and Youn
et al. (2017). In the first place,Datta and Singh (2018) studied the climate perceived by hospitality
employees in luxury hotels in India, and they specified four dimensions of
climate: “esprit of profession, organization, and workgroup”; “leader
facilitation and support”; “cohesion, clarity and objectivity of system” and
“job challenge, variety and feedback”.
In another way, Zhao et al. (2016) examined the intrinsic motivation for
hospitality jobs and the effects of job characteristics (skill variety, task
identity, task significance, autonomy,
feedback on job satisfaction, job stress, and life satisfaction in hotels of
China and their findings suggested management strategies for enriching hospitality
jobs and intrinsically motivating frontline employees.
Finally, Youn et al. (2017) in their research in China, collected for hotel
employees' information about citizenship pressure, personality, organizational
culture, job stress, and intention to quit. They argue that neurotic employees
are likely to experience citizenship pressure, and citizenship pressure was
found to increase job stress and turnover intentions. By last, a bureaucratic
culture that prizes stability reduce citizenship pressure.
A third group focus in this cluster (red) is an
integer by Sun et
al. (2019), Reyes-Santiago et al. (2017), Kao et al. (2016) and Qin et al.
(2015) who present
different topics related to improving performance, but it is necessary to
develop an adequate organizational culture for their correct implementation in
the enterprise.
Reyes-Santiago et al. (2017) analyzed the
relationship between organizational culture and eco-innovation in hotels in
México. They found the presence of eco-innovation take into adhocracy culture
and organization size. Moreover, they argue that the implications of their
results for enterprise tend towards the convenience of adopting an adhocracy
culture because this culture facilitates the implementation of eco-innovation
at different levels and potentiates both environmental and organizational
results.
Kao
et al. (2016) developed a
framework about customer delight culture in the hospitality industry. Through
qualitative research, Kao et al. used
in-deep interviews with senior hotel executives and managers in Taiwan. They
argue that from cultural perspectives, this study revealed the
interrelationships among cultural domains (values, norms, artifacts, and
behaviors) in organizations to create customer delight.
Qin et al. (2015) studied an enterprise of the
hospitality industry in China. They choose a specific brand hotel to do a case
of study because this hotel has some management innovations. In his research, Qin et al.
identified seven significant innovative management practices developed by the
hotel in the study.
Sun
et al. (2019) argue that
the impacts of cultural value on technology adoption at the individual level
have not been explored, and in the study researched the impacts of cultural
values on technology acceptance at the individual level. Sun et al. (2019) used
a questionnaire to collect data from hotel employees currently working in the
hotel industry in the U.S. In their findings; Sun et al. affirm that the
enterprise has created a different approach to think about the fundamental
issues regarding business and management that constituted cornerstones of its
management innovations.
4.3.2. Green cluster. OC and specifics
strategies in hospitality Industry.
This cluster has some peculiarities and diverse topics
(employee brand love, servicescape hospitality culture, millennials and
violations rules, workplace rituals, organizational culture in the hospitality
industry, service brand value, and others). The name for this cluster is OC and
specific strategies in the hospitality industry because it adds research topics
of high interest to the practitioners of this industry, topics that would aid
them to improve hospitality management.
This cluster is integrated by seven publications of
different types, five articles, one review, and one editorial note. The
research approach is diverse too; three publication was developed using
qualitative approach, one publication was done using a quantitative approach,
one publication was done using a mixed approach, one publication is a review of
the literature, and the last one is an editorial note.
Analyzing by type of publication, the publications
of Baker; Hastings (2016), Erhardt et al. (2016), and Chang;
Ma (2015) were performed and analysis based on the
methodology used by the researcher. Through of interviews to Total Management
Team (TMT) leaders in the hotel at China, Chang et al. (2015) explores how a
hotel uses its resource-based advantages (service brand value, TMT leadership,
and others) to atone for institutional constraints, while at the same time
complementing these resource-based advantages with institutional advantages,
therefore its sustainable competitive advantages growing, this in emerging
market.
Erhardt et al. (2016) did a study within restaurants enterprises in the
US, where they identify and unpack eight employee-focused emotional,
behavioral, and cognitive workplace rituals linked with owners’ core values
such as comradery, creativity, competition and efficiency and they argue that
workplace rituals are active learning mechanisms for core values that underpin
organizational culture in restaurants. Baker and Hastings
(2016) did interviews with twenty-five managers in
the hospitality industry to learn about their perceptions of millennial
employees.
Baker et al. (2016) examined only three categories
of organizational rules (policies regarding cell phone use, policies regarding
requesting time off, and civility) and was evident that collective millennial
generational affected rules and the culture of the organization.
Wang et al. (2019) in their quantitative research in a hotel in the
US and Taiwan analyzed in this study OC and loving behaviors. They propose that
forgiveness behavior, supportive voice behavior, and helping behavior improved
through employee brand love. Also, Wang et al. (2019) argue that OC moderates the relationship between
brand love and love behaviors.
In another side, Bavik (2016a) purposes in their study identified in the
hospitality industry the dimensions that add organizational culture and
investigate whether the identified dimensions are specific and unique to other
industries. Babik (2016) argues that the hospitality industry has unique
cultural characteristics that are distinguished from similar industries and
affirm that cohesiveness is the most important cultural element of the
hospitality industry.
Pizam (2018) have two
publications in this cluster. the first one is an editorial note where defined
hospitality as “an organizational culture that permeates throughout the entire organization
and makes it what it is”, also defined hospitality culture as "a system of
shared norms, values, beliefs, traditions, and expectations whose ultimate goal
is to provide exceptional service and memorable experiences to all the
organization’s stakeholders (p:III).”
Pizam proposed thirteen characteristics of
hospitality culture and affirmed that hospitality organizational cultures could
be practiced by all service organizations and even manufacturing enterprises.
Pizam and Tasci (2019) built an analysis of the literature on servicescape and
relevant concepts. The review of the literature produced a term denominated
"experienscape" that is enhanced with the OC of hospitality and the
incorporation of employees, as both internal customers and service providers,
as well as other stakeholders
4.3.3. Blue cluster: Custom Relationship
Management in the Hospitality Industry
This cluster is the
smallest of the three clusters of this analysis. It includes three
publications: One review of the literature and two articles with a quantitative
approach, all them with relationship about Customer Relation Management.
Law
et al. (2018) realized a comprehensively and systematically
review the state of customer relationship management (CRM) research on
hospitality and propose a future research agenda. Law et al. (2018) conclude in
their review affirming than Hospitality CRM research has rapidly
grown from the initial relationship marketing concept into social CRM and their
identified five lines for future research: planning and implementation process,
organizational support, technology and tools, customer perspectives and
characteristics, and outcome and impact.
Rahimi
and Gunlu (2016) researched
chain hotel from the UK, where they applied a survey to managers to identified
impacts of organizational cultures of consistency, adaptability, mission, and
involvement on CRM implementation. Some factors of organizational culture
(adaptability, consistency, staff involvement and mission, and vision) of the
organization have a significant positive impact on CRM implementation.
Rahimi
(2017) examine the
impact of organizational culture on the three components of customer
relationship management (people, process, and technology) in the hotel
industry. Rahimi (2017) used a questionnaire that distributed among 364
managers of a chain hotel in the UK and revealed that the four traits
adaptability, consistency, involvement and mission have positive and
significant impacts on the three components of CRM.
5.
CONCLUSIONS
This article constitutes the first attempt to show an
objective review of academic research on organizational culture in hospitality
industry applying bibliometric indicators such as co-occurrence analysis of
keywords and bibliographic coupling. It uses as a basis the publications of
five particular journals on hospitality on the Web of Science Core Collection
database. Several conclusions spring from the analysis.
Organizational
culture in the hospitality industry has been related to topics such as
leadership, performance, total quality service, customer delight, and customer
service. Hotels are the primary context where the researches of organizational
culture are done. A minor proportion of researches are done in restaurants.
Leadership
is considered an essential topic for the implantation of organizational
culture. Customer relationship management, customer satisfaction are strategies
for improving performance in hospitality management; these strategies on
adequate organizational culture will able to be successful.
The
bibliometric analysis resulted in three distinct clusters: 1 (red) OC and
Common Strategies in Hospitality Management, 2 (green) OC and Specific Strategies
in Hospitality Management 3 (blue) OC and CRM Strategic for Hospitality
Management. These three clusters allowed to identify three ways for where the
research in OC in the hospitality industry has developed nowadays.
First,
some publications have a focus on strategies of management between OC and other
topics to improve the performance in hospitality management. Eleven
publications integrated the cluster, where the focus is variables that may
affect outcomes such as performance. In this group, to identify the variables
and to apply strategies for improving the outputs is the central challenge.
Second,
a group that includes diverse novel topics (employee brand love, servicescape
hospitality culture, millennials and violations rules, workplace rituals,
organizational culture in the hospitality industry, service brand value, and
others). This group adds topics of high interest to the practitioners of this
industry, topics that could aid them to improve hospitality management.
Third,
a small group where the focus is Customer Relation Management. Here, this topic
is studied as a strategy for improving the outputs of enterprise hospitality.
By
last, possible research gaps in the organizational culture in the hospitality
industry would include:
1) In the hospitality industry,
restaurant companies present scarce research about OC and its relationship with
some other topics. Increasing the research in this context will allow using OC
as a strategy for improving outputs of the enterprises.
2) The quantitative approach is the
most used methodology for the researchers. The scope of use to Qualitative
approach will give the practitioners an in-depth knowledge of features of OC,
and it would able be used as a competitive advantage.
3) It was not found a measurement
instrument for assessment OC in restaurants; the attempts of developing a scale
have been made in hotels.
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