Cultural influences on strategic behavior of hotel executives: Masculinity/femininity

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As more hotel companies progressively internationalize their operations, the composition of their top management teams becomes more diversified. This necessitates the understanding of whether variations in strategic behavior and philosophy among these executives exist, which can be partially explained by differences in their national cultures. This article investigated the potential influence of masculinity on strategic behaviors by comparing hotel executives from three countries, the U.S., Thailand and Turkey. The findings indicated that executives associated with masculine cultures tended to use less involvement of others and less rationality in strategy development than their counterparts from feminine cultures. No differences were found regarding emphasis on content of strategic goals and openness to strategic change. Managerial implications and directions for future research are presented.


Femininity; International hospitality; International management; Managerial behavior; Masculinity; Strategy


Business | Food and Beverage Management | Gaming and Casino Operations Management | Hospitality Administration and Management | Human Resources Management | International Business | Management Information Systems | Performance Management | Tourism and Travel | Training and Development

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