The sustained success of select-service hotels has not been explored extensively in the hospitality literature. The present study used a qualitative case study format to consider three select- and limited-service hotels that have experienced success for multiple years in the areas of profitability, market share, quality assurance, and customer satisfaction. The author spent a week at each hotel collecting data through in-depth interviews with hotel employees, observations of employee interactions with guests and other employees, and document analysis. Three areas of interest were pursued in this study, General Manager leadership, overall hotel culture, and common elements of sustained success.
The first area explored was the leadership provided by the hotel leader, the General Manager (GM). The GM’s primary leadership style was assessed and compared with leadership examples observed and discussed during field work. A cross-case analysis allowed comparison among the leadership examples of the three GMs identifying common situations that caused them to alter their leadership style.
The second area explored were the overall elements of culture present at the three ultra-successful hotels. Three levels of culture were considered: observed artifacts, norms and values, and shared assumptions. The author identified four shared assumptions present at each hotel among the hotel employees. These assumptions formed the foundation of each hotel’s unique culture. While these elements of culture were unique, there were common themes present among the three hotels.
The third area explored were the common elements of sustained success among the three case study hotels. The results of the leadership and culture studies were examined as contributors to each hotel’s overall success. The cross-case analysis identified five themes of elements that supported the sustained success of the three case study hotels. First, the General Manager set the overall tone for the hotel. Second, the management team was a cohesive unit. Third, the management team sought out employees who would fit with the existing employees. Fourth, the hotel had a distinct support system from either the hotel owners or the hotel management company or both. Fifth, the three case study hotels enjoyed a positive reputation.
|Advisor:||Reynolds, Dennis E.|
|Commitee:||Swanger, Nancy A., Ward, Kelly A.|
|School:||Washington State University|
|School Location:||United States -- Washington|
|Source:||DAI-A 77/08(E), Dissertation Abstracts International|
|Keywords:||Culture, General manager, Hotel, Leadership, Qualitative, Sustained success|
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