A multi-layer organizational culture framework for tourism and hospitality family firms.

Key finding of the study

This study provides a deeper understanding of the salient organizational culture mechanisms in tourism and hospitality family firms in which family-level values can be translated into firm-level business processes to enhance performance.

Authors

Gamage T.C., Sabaragamuwa University of Sri Lanka

Tajeddini K., Sheffield Hallam University, UK and Tokyo International University, Japan

Summary of the study

Prior research on factors influencing the financial performance of tourism and hospitality family firms concentrated mainly on family-level traits, thus limiting our comprehension of the organizational culture mechanism by which family-level values are transformed into firm-level business processes. We bridge this void in prior literature by presenting a multi-layer organizational culture framework comprised of the organizational values and organizational climate layers. Data stemmed from eight in-depth interviews, followed by a survey with 187 tourism and hospitality family firms reveal that stewardship climate inside the firms mediates the relationship between long-term-oriented values and financial performance. Moreover, our findings show that entrepreneurial orientation moderates the organizational culture mechanism that enhances the financial performance of tourism and hospitality family firms.

Published in

Tourism Management (SSCI, Impact Factor: 12.879)

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