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Commentary: Cultures and the Implementation of Strategy
Articles and Chapters
  • Alex M. Susskind, Cornell University
Publication Date
1-1-2010
Abstract

[Excerpt] In the featured chapter (Chapter 46), "Viable Structures and Cultures in Hospitality Organizations," authors Eliza Ching-Yick Tse and Giri Jogaratnam laid out the important connection between the strategic management of hospitality businesses and the building and development of culture around them. It is important to highlight that when thinking about strategic management and culture, four main constituents need to be considered: owners, managers, employees, and guests. While it may seem at times that these four interrelated groups are at odds with each other, well-run businesses understand the synergies that exist among these groups and use those synergies to create value for all the parties involved.

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Required Publisher Statement
© SAGE. Final version published as: Susskind, A. M. (2010). Commentary: Cultures and the implementation of strategy. In C. Enz (Ed.), The Cornell School of Hotel Administration handbook of applied hospitality strategy (pp. 778-781). Los Angeles, CA: SAGE. Reprinted with permission. All rights reserved.

Citation Information

Susskind, A. M. (2010). Commentary: Cultures and the implementation of strategy [Electronic version]. Retrieved [insert date], from Cornell University, School of Hospitality Administration site: http://scholarship.sha.cornell.edu/articles/373