Keywords
hospitality industry enterprises
enterprise strategy
hospitality industry
elements of corporate culture
development strategy
mechanisms of corporate culture
How to Cite
Abstract
The article considers the current issues of strategic management and its relationship with corporate culture as a key factor in the success of a modern hospitality industry enterprise. The author emphasizes that the effective implementation of a development strategy is of crucial importance, but the transformation of plans into practical results is often accompanied by significant difficulties. The study emphasizes the need to study corporate culture, since it shapes employee behavior, decision-making processes and overall performance, acting as a central factor in strategy implementation. The paper systematizes theoretical approaches to the definition of strategic management, which is considered as the process of making and implementing decisions to achieve goals based on an assessment of external and internal conditions. The three main stages of strategic management in hospitality industry enterprises are analyzed in detail: planning, implementation and evaluation. It is noted that simple adherence to these stages does not guarantee competitive advantage, since strategies often fail due to unforeseen external factors or cognitive biases of decision-makers. Particular attention is paid to the problems of the implementation stage, where personnel resistance and organizational inefficiency often arise due to the lack of a clear division of responsibility. A significant part of the article is devoted to the analysis of the phenomenon of corporate culture, which is defined as a system of shared values, beliefs, norms and behaviors that form the unique identity of a hospitality industry enterprise. The classification of cultures into clan, hierarchical, adhocracy and market is also mentioned. It is highlighted that the absolute compatibility between the strategic and cultural path lies in corporate coherence. Corporate culture is considered as an invisible foundation that guides a hospitality industry enterprise and plays an important role in the effective implementation of the strategy. It is proved that culture must be consistent with the strategy in order to reduce resistance to change and increase staff commitment. It is argued that in today's competitive environment, no hospitality enterprise can execute its strategy without cultivating a supportive culture that influences how a leader articulates vision and gains support.
References
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Marr, B. (2021), Data strategy: How to profit from a world of big data, analytics and artificial intelligence, 2nd ed., Kogan Page, London, UK.
Ngigi, P. K. and Namusonge, R. (2019), “Organizational culture and strategy implementation at the Kenya Civil Aviation Authority”, The Strategic Journal of Business & Change Management, vol. 6 (4), pp. 1481–1493.
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Rothaermel F. T. (2012), Strategic Management: Concepts and Cases, McGraw-Hill Education, New York, USA.
David E. R. (2011), Strategic management: Concepts and cases, Pearson Education, New Jersey, USA.
Porter, M. (1996), “What is strategy?”, Harvard Business Review, vol. 74(6), pp. 61–78.
Marr, B. (2021), Data strategy: How to profit from a world of big data, analytics and artificial intelligence, Kogan Page Ltd, London, UK.
Hrebiniak, L. G. (2013), Making strategy work: Leading effective execution and change, Pearson FT Press, London, UK.
Michel, A. By, R. T. and Burnes, B. (2013), “The limitations of dispositional resistance in relation to organizational change”, Management Decision, vol. 51(4), pp. 761–780. DOI: https://doi.org/10.1108/00251741311326554
Hill, C. W. L. and Jones, G. R. (2012), Strategic management: An integrated approach, Cengage Learning, Boston, UK.
Mintzberg, H. Ahlstrand, B. W. and Lampel, J. (1998), Strategy safari: A guided tour through the wilds of strategic management, Free Press, New York, USA.
Bhat, S. A. Patni, P. Bhat, S. A. and Patni, P. (2023), “A review: Impact of motivation and toxic work around job culture”, World Journal of Advanced Research and Reviews, vol. 17(3), pp. 747-751. DOI: https://doi.org/10.30574/wjarr.2023.17.3.0463
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