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Planning Behaviour: A Re-examination of the Organisational Culture present in the Regent International Hotels’ Group

International Journal of Applied Strategic Management (ISSN: 1742-8204) Volume 2 Issue 1

11 Pages

Dr Sharon Kemp
School of Management
University of Western Sydney, Parramatta Campus

Abstract

The traditional approaches to strategy that are adopted by managers do not recognise the importance and power of culture as an integrating and unifying "driver" of action within organisations. Culture and its main elements can be defined using Johnson's (Long Range Planning 25 (1) (1992) 28) and later Anthony's (1994) cultural web as a framework*1. The cultural web was previously applied by Kemp and Dwyer (2001) to the Regent Hotel, Sydney as a pilot study. Johnson's cultural web is now applied to four properties in the Regent International Hotels group in order to explain how cultural influences on behaviour within an organisation come about and their impact on the organisation. Conclusions are drawn regarding the use of culture to assist organisation strategy and increase organisational performance, and then particular reference is made to the web's usefulness in respect of strategic analysis of hospitality organisations.

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