Impact of time orientation on the strategic behavior of Thai and American hotel managers

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The aim of this article was to investigate the potential influence of the cultural dimension of time orientation on the strategic behavior of hotel managers. A survey questionnaire was mailed to top-level hotel managers in the U.S. (short-term orientation) and Thailand (long-term orientation). A usable sample of 120 was used in the analysis. The results indicated that this cultural dimension provided a relatively proper base for explaining the differences between managers from these two countries. Compared to their American counterparts, Thai managers were found to place a stronger emphasis on longer term strategic plans, have a stronger tendency toward involving others when developing their business strategy, and a stronger reliance on long-term evaluation of strategy. No significant differences were found between the managers concerning openness to strategic change and commitment to strategic decisions. Directions for future research and implications for the hotel industry are presented.


Confucian dynamism; Hotel; International hospitality; Managers; Strategic behavior; Time orientation


Business | Food and Beverage Management | Hospitality Administration and Management | Human Resources Management | Training and Development

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