کد مقاله | کد نشریه | سال انتشار | مقاله انگلیسی | نسخه تمام متن |
---|---|---|---|---|
1009770 | 1482508 | 2012 | 14 صفحه PDF | دانلود رایگان |
The purpose of this study was to explore the effects of ownership change on a local-chain hotel in Taiwan: how the new chief executive officer (CEO) planned a blue ocean strategy and how he led all employees to achieve pre-established goals. This study applied qualitative research methodology whereby the data were collected by participant observations in the study field and subsequent in-depth interviews with an application of the QSR NVivo software program. This study implies that, in the assimilation stage of the change, (1) the CEO should use democracy instead of dictatorship; (2) sub-cultures, factions and conflict could be prevented by organizational socialization and equal opportunity treatment; and (3) blue ocean strategies enable a shift of organizational image and identity. This qualitative study supplements the existing literature by showing that organizational politics might be affected by organizational change and how the concept of blue ocean strategy might be implemented in the course of organizational change.
► This study explores the effects of ownership change on a local-chain hotel.
► The data were collected by participant observations and subsequent in-depth interviews.
► Blue ocean strategies enable a shift of organizational image and identity.
► Organizational politics might be affected by organizational change.
► The concept of blue ocean strategy might be implemented in the course of organizational change.
Journal: International Journal of Hospitality Management - Volume 31, Issue 2, June 2012, Pages 428–441