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The impact of entry modes on the organisational design of international hotel chains

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  • Maureen Brookes
  • Angela Roper

Abstract

This paper reports on a study of organisation design within the international hotel chains that simultaneously employ multiple market entry modes. A multiple case study reveals the use of different divisional designs for different types of entry mode within individual chains. These are driven by the desire to maintain strong control over hotel brands. The study concludes that current designs may inhibit the international hotel chains from achieving their organisational potential and recommends that managers look to break down these ‘communities of design’ barriers.

Suggested Citation

  • Maureen Brookes & Angela Roper, 2008. "The impact of entry modes on the organisational design of international hotel chains," The Service Industries Journal, Taylor & Francis Journals, vol. 30(9), pages 1499-1512, October.
    • Handle: RePEc:taf:servic:v:30:y:2008:i:9:p:1499-1512
    DOI: 10.1080/02642060802626857
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    References listed on IDEAS

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    5. Fladmoe-Lindquist, Karin, 1996. "International franchising: Capabilities and development," Journal of Business Venturing, Elsevier, vol. 11(5), pages 419-438, September.
    6. Sanjeev Agarwal & Sridhar N Ramaswami, 1992. "Choice of Foreign Market Entry Mode: Impact of Ownership, Location and Internationalization Factors," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 23(1), pages 1-27, March.
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