The impact of national culture on the transfer of `best practice operations management' in hotels in St Lucia

Abstract

This article briefly outlines the convergence vs. divergence debate before describing research into the potential impact of national culture on the transfer of ''best practice operations management'' to hotels in St. Lucia. The main focus of the paper is on the findings of fieldwork, which supports the contention that national culture does potentially create a barrier to the successful transposition of approaches developed elsewhere. In the case of St. Lucia high uncertainty avoidance and leanings towards high power distance appeared to hinder the adoption of teamworking, empowerment and communication. In addition, attitude towards time and punctuality also mitigated against the provision of a reliable service as and when required. However, with training and supportive HR practices, the end results achieved by International Chains did demonstrate the value of operating ''people friendly'' policies in line with ''best practice''.

This article briefly outlines the convergence vs. divergence debate before describing research into the potential impact of national culture on the transfer of ''best practice operations management'' to hotels in St. Lucia. The main focus of the paper is on the findings of fieldwork, which supports the contention that national culture does potentially create a barrier to the successful transposition of approaches developed elsewhere. In the case of St. Lucia high uncertainty avoidance and leanings towards high power distance appeared to hinder the adoption of teamworking, empowerment and communication. In addition, attitude towards time and punctuality also mitigated against the provision of a reliable service as and when required. However, with training and supportive HR practices, the end results achieved by International Chains did demonstrate the value of operating ''people friendly'' policies in line with ''best practice''.