Emerald Article: Expatriation in the hotel industry: An exploratory study of management skills and cultural training
Gina Fe Causin, Baker Ayoun, Patrick Moreo
Article information:
To cite this document: Gina Fe Causin, Baker Ayoun, Patrick Moreo, (2011),"Expatriation in the hotel industry: An exploratory study of management skills and cultural training", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 7 pp. 885 - 901
Permanent link to this document: http://dx.doi.org/10.1108/09596111111167515 Downloaded on: 23-01-2013 References: This document contains references to 43 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 2612 times since 2011. *
Users who downloaded this Article also downloaded: *
Gina Fe Causin, Baker Ayoun, Patrick Moreo, (2011),"Expatriation in the hotel industry: An exploratory study of management skills and cultural training", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 7 pp. 885 - 901 http://dx.doi.org/10.1108/09596111111167515
Gina Fe Causin, Baker Ayoun, Patrick Moreo, (2011),"Expatriation in the hotel industry: An exploratory study of management skills and cultural training", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 7 pp. 885 - 901 http://dx.doi.org/10.1108/09596111111167515
Gina Fe Causin, Baker Ayoun, Patrick Moreo, (2011),"Expatriation in the hotel industry: An exploratory study of management skills and cultural training", International Journal of Contemporary Hospitality Management, Vol. 23 Iss: 7 pp. 885 - 901 http://dx.doi.org/10.1108/09596111111167515
Access to this document was granted through an Emerald subscription provided by LONDON SOUTH BANK UNIVERSITY
For Authors:
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to
References: Abdellatif, M., Amann, B. and Jaussaud, J. (2010), “International firm strategies: is cultural distance a main determinant?”, Transition Studies Review, Vol. 17 No. 4, pp. 611-23. Allen, L. (1988), “Working better with Japanese managers”, Academy of Management Review, Vol. 77 No. 11, pp. 32-49. Avril, A.B. and Magnini, V.P. (2007), “A holistic approach to expatriate success”, International Journal of Contemporary Hospitality Management, Vol. 19 No. 1, pp. 53-64. Ayoun, B. and Moreo, P. (2009), “Impact of time orientation on the strategic behavior of Thai and American hotel managers”, Journal of Hospitality Marketing & Management, Vol. 18 No. 7, pp. 676-91. Ayoun, B., Palakurthi, R. and Moreo, P. (2010a), “Individualism-collectivism insights into the strategic behavior of hotel managers”, Journal of Human Resources in Hospitality & Tourism, Vol. 9 No. 1, pp. 47-70. Ayoun, B., Palakurthi, R. and Moreo, P. (2010b), “Cultural influences on strategic behavior of hotel executives: masculinity/femininity”, International Journal of Hospitality & Tourism Administration, Vol. 11 No. 1, pp. 1-21. Barber, N. and Pittaway, L. (2000), “Expatriate recruitment in South East Asia: dilemma or opportunity?”, International Journal of Contemporary Hospitality Management, Vol. 12 No. 6, pp. 352-9. Bennett, R., Aston, A. and Colquhoun, T. (2000), “Cross-cultural training: a critical step in ensuring the success of international assignments”, Human Resource Management, Vol. 39 Nos 2/3, pp. 239-50. Black, J.S. and Mendenhall, M.E. (1990), “Cross-cultural training effectiveness: a review and a theoretical framework for future research”, Academy of Management Review, Vol. 15 No. 1, pp. 113-36. Black, J.S., Mendenhall, M.E. and Oddou, G. (1991), “Toward a comprehensive model of international adjustment: an integration of multiple theoretical perspectives”, Academy of Management Review, Vol. 16 No. 2, pp. 291-317. Celaya, L. and Swift, J.S. (2006), “Pre-departure cultural training: US managers in Mexico”, Cross Cultural Management: An International Journal, Vol. 13 No. 3, pp. 230-43. Colakoglu, S. and Caligiuri, P. (2008), “Cultural distance, expatriate staffing and subsidiary performance: the case of US subsidiaries of multinational corporations”, The International Journal of Human Resource Management, Vol. 19 No. 2, pp. 223-39. D’Annunzio-Green, N. (1997), “Developing international managers in the hospitality industry”, International Journal of Contemporary Hospitality Management, Vol. 9 Nos 5/6, pp. 109-208. Dewald, B. and Self, J. (2008), “Cross cultural training for expatriate hotel managers: an exploratory study”, International Journal of Hospitality & Tourism Administration, Vol. 9 No. 4, pp. 352-64. Dowling, P. and Welch, D. (1988), “International human resource management: an Australian perspective”, Asia-Pacific Journal of Management, Vol. 6 No. 1, pp. 39-65. Dulfer, E. (1990), “Human resource management in multinational and internationally operating companies”, in Pieper, R. (Ed.), HRM: An International Comparison, Walter De Gruyter, Berlin. Enderwick, P. and Hodgson, D. (1993), “Expatriate management practices of New Zealand business”, The International Journal of Human Resource Management, Vol. 4 No. 2, pp. 407-23. Feng, F. and Pearson, T. (1999), “Hotel expatriate managers concerns and causes of failures”, International Journal of Hospitality Management, Vol. 18 No. 3, pp. 309-21. Forster, N. (2000), “Expatriates and the impact of cross-cultural training”, Human Resource Management Journal, Vol. 10 No. 3, pp. 63-78. Gannon, J., Roper, A. and Doherty, L. (2010), “The impact of hotel management contracting on IHRM practices: understanding the bricks and brains split”, International Journal of Contemporary Hospitality Management, Vol. 22 No. 5, pp. 638-58. Gliatis, N. (1992), “The management of expatriate executives in international hotel companies”, doctoral dissertation, University of Surrey, Guildford. Hamill, J. (1989), “Expatriate policies in British multinationals”, Journal of General Management, Vol. 14 No. 4, pp. 18-33. Heller, J.E. (1980), “Criteria for selecting an international manager”, Personnel, pp. 47-55, May/June. Hofstede, G. (1980), Culture’s Consequences: International differences in Work-Related Values, Sage Publications, Beverly Hills, CA. Hutchings, K. (2003), “Cross-cultural preparation of Australian expatriates in organizations in China: the need for greater attention to training”, Asia Pacific Journal of Management, Vol. 20 No. 3, pp. 375-94. Kealey, D.J. and Protheroe, D.R. (1996), “The effectiveness of cross-cultural training for expatriates: an assessment of the literature on the issue”, International Journal of Intercultural Relations, Vol. 20 No. 2, pp. 141-65. Kriegl, U. (2000), “International hospitality management: identifying important skills and effective training”, Cornell Hotel & Restaurant Administration Quarterly, Vol. 41 No. 2, pp. 64-71. Linehan, M. and Scullion, H. (2001), “Selection, training, and development for female international executives”, Career Development International, Vol. 6 No. 6, pp. 318-23. Magnini, V. (2009), “An exploratory investigation of the real-time training modes used by hotel expatriates”, International Journal of Hospitality Management, Vol. 28 No. 4, pp. 513-8. Magnini, V. and Honeycutt, E. (2003), “Learning orientation and the hotel expatriate manager experience”, International Journal of Hospitality Management, Vol. 22 No. 3, pp. 267-80. McCall, M.W. and Hollenbeck, G.P. (2002), Developing Global Executives: The Lessons of International Experience, Harvard Business School Press, Boston, MA. McGrath-Champ, S. and Yang, X. (2002), “Cross cultural training, expatriate quality of life and venture performance”, Management Research News, Vol. 25 Nos 8/9/10, p. 135. Mendenhall, M.E. and Oddou, G. (1985), “The dimensions of expatriate acculturation: a review”, Academy of Management Review, Vol. 10 No. 1, pp. 39-47. Porter, G. and Tansky, J.W. (1999), “Expatriate success may depend on a learning orientation: considerations for selection and training”, Human Resource Management, Vol. 38 No. 1, pp. 47-60. Selmer, J. (2001), “The preference for predeparture or postarrival cross-cultural training: an exploratory approach”, Journal of Managerial Psychology, Vol. 16 No. 1, pp. 50-8. Selmer, J., Chiu, R. and Shenkar, O. (2007), “Cultural distance asymmetry in expatriate adjustment”, Cross Cultural Management: An International Journal, Vol. 14 No. 2, pp. 150-60. Shay, J. and Tracey, J.B. (1997), “Expatriate managers: reasons for failure and implications for training”, Cornell Hotel & Restaurant Administration Quarterly, Vol. 38 No. 1, pp. 30-5. Shen, J. and Darby, R. (2006), “Training and management development in Chinese multinational enterprises”, Employee Relations, Vol. 28 No. 4, pp. 342-62. Tung, R.L. (1981), “Selection and training of personnel for overseas assignments”, Columbia Journal of World Business, Vol. 16 No. 1, pp. 68-78. Tung, R.L. (1987), “Expatriate assignments: enhancing success and minimizing failure”, Academy of Management Executive, Vol. 1 No. 2, pp. 117-26. Varner, I. and Palmer, T. (2002), “Successful expatriation and organizational strategies”, Review of Business, Vol. 23 No. 2, pp. 8-11. Yu, L. and Huat, G.S. (1995), “Perceptions of management difficulty factors by expatriate hotel professionals in China”, International Journal of Hospitality Management, Vol. 14 Nos 3/4, pp. 375-88.