Organisational and cross-cultural challenges facing expatriate hotel managers in China

Abstract

Within China's the hotel industry, they are known as expatriate managers and. on behalf of parent multinational hotel corporations, provide an element of control and co-ordination within local operating units. On average, organisations spend over two and a half times more money to send an employee on an expatriate assignment than they would if they hired employees locally. Expatriate managers have been faced with new and complex organisational cultures and work practices. In order to avoid expensive failure costs and to manage suci:essfuJly, an exploration of the issues that face international hotel managers in China. is both timely and relevant A qualitative case study approach was used for this thesis, while secondaIy data was obtained from private, as well as public sources. Primary data was collected via questionnaires from hotel managers comprising both locals and expatriates. whilst specific questions were exclusively posed to expatriate managers. Through collection and analysis of information and data, and a thorough understanding of the research problem, this study provides a useful reference for expatriate hotel managers who are confronled with the issues of managing Chinese employees, as well as basic Chinese cultural, ethical and business values. Primarily this research examines challenges, which mostly arise from cross-cuIturaI differences between Westem and Chinese values, as well as a range of diverse organisational cultures and management styles within China's hotel industry. South Africa has become China's the biggest trading partner within Africa, while an increasing number of South African companies invest in China. The research is paramount to any foreign organisation that wants to conduct business in China.