Failte Ireland Yvonne Guerrier
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The document discusses organization studies in tourism and hospitality. It notes that while mainstream organization theorists initially focused on industrial environments, interest has grown in studying hospitality and tourism organizations. A variety of methods have been used to examine hospitality organizations as cultures, managers and leaders, and different types of operative work. However, certain areas remain under-researched, such as back-of-house work and the diversity of environments and jobs within the industries. Maintaining relevance while conducting high-quality critical work presents ongoing challenges to researchers.
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Failte Ireland Yvonne Guerrier
- 1. Organization Studies in Tourism and Hospitality: Advances and Opportunities Yvonne Guerrier School of Business and Social Sciences
- 2. Organization Studies in Hospitality and Tourism The academic study of organizations using social scientific methods. Use of wide variety of methods: Morgan’s metaphors. Have always been influential studies on Hospitality – Whyte, Goffman, Shamir, Van Maanen But until the 1990s mainstream organization theorists focused on industrial environments whilst work on hospitality organizations came out of hospitality departments. (And tourism organizations – except for Disney - were ignored by everyone ).
- 3. Growth of mainstream interest in hospitality and tourism organizations Growing importance of service sector in developed economies. Focus on customers Focus on gender (and to a lesser extent other aspects of diversity). Interest in emotions, the body and aesthetics. McDonaldization (Ritzer) and Disneyization (Bryman) taken as archetypes of late modern society.
- 4. Ways of looking at hospitality organizations Hospitality organizations as cultures Manager and leaders Operative work Front-line customer work Back of house work.
- 5. Hospitality organizations as cultures Attractive metaphor because it is adaptable. Ogbonna and Harris (2002) : The optimists believe that cultural control is both desirable and possible. The pessimists (or culture purists) are simply interested in uncovering culture and not in identifying its practical use for managers. The realists argue that cultural change is possible and can be influence but not fully controlled by managers. Mainly realist studies and applications of broader theory. Wood (1994) and Lynch (2004) maybe trying something new.
- 6. Managers and leaders Move towards a new managerial approach – more consultative etc. Tension between recognised need to manage culture and the requirement to gain commitment from “peripheral” staff. Also need to respond to present problems driving out longer term strategy. Growth of the “analytical” manager – moving away from the tacit skills possessed by “traditional” manager. (But traditional management structures exclude eg women).
- 7. Operative workers Most work recently on customer-service workers. Tension between processing customers and giving exemplary service. Job design and empowerment v tightly controlled “peripheral staff”. Reality of hospitality and tourism work as convenient – “port in the storm” or “passing through” work. But do people always possess the right skills (“emotional” and “aesthetic” skills). Is it always “passing through” eg Watt.
- 8. Overview Rich body of work and generally massively improved quality. Very varied theoretical and methodological approaches – and researchers often not connecting with each other. (Eg Weaver, Tracey and Testa on cruise industry). Fashion in research – which means that certain issues are over-researched and others overlooked. Recurring themes: Skills – how these are valued, devalued (eg emotional labour). Nature of tacit skills linked to cultural capital (eg Nickson and Warhurst, Mutch). Control – three way between manager, staff member and customer. Boundaries between work and leisure.
- 9. Questions Where are the gaps? Back-of-house work Certain types of hospitality/tourism environment – eg still less work on tourism jobs/organizations. Wider discussions of diversity. (eg Men in hospitality work). Structures, networks.
- 10. Challenges Maintaining a place for hospitality and tourism specialists as others muscle in on the patch. Can we do useful applied work – work which is useful to the organizations in which we intervene while still doing good quality critical work? Issues of ethics. How can we work in sensitive areas? Issues of risk and ethics.