Description
Growth in the service industry internationally has imposed dealings between people from different cultures. As culture relates to norms, values and customs of people it generates behavioural differentiation. This results in difference in expectations during service encounters as customers, employees or suppliers.
Paper to be presented at the ‘International Conference on Excellence in the
Home: Balanced Diet – Balanced Life’ Royal Garden Hotel, Kensington, UK.
London 8
th
and 9
th
May 2006.
Asad Mohsin
Cross-cultural Sensitivities in Hospitality: a matter of
conflict or understanding
Dr Asad Mohsin
Department of Tourism and Hospitality Management
The University of Waikato Management School
New Zealand
Contact
Dr Asad Mohsin
Department of Tourism Management
University of Waikato Management School
Private Bag 3105
Hamilton
New Zealand
e-mail [email protected]
2
Cross-cultural Sensitivities in Hospitality: a matter of
conflict or understanding
Abstract
Growth in the service industry internationally has imposed dealings between people from
different cultures. As culture relates to norms, values and customs of people it generates
behavioural differentiation. This results in difference in expectations during service
encounters as customers, employees or suppliers. Hotels and other sectors of hospitality
industry are faced with challenges of cross-cultural service encounters and continuously
need to assess their service performance against the expectation of their customers,
employees and suppliers from a diverse background. Such encounters might become easier
to deal with if individuals are brought up in a home environment which encourages learning
about others and providing service to others. This paper presentation highlights the selected
research on cross cultural sensitivities and discusses its managerial implications in
hospitality industry from service encounters perspective. The presentation concludes stating
some current issues and suggesting a way forward.
3
Cross-cultural Sensitivities in Hospitality: a matter of
conflict or understanding
Introduction
Are multiculturalism; multinational; globalization bad words? Or are they rich words? Is
world really fast becoming a global village? Are we loosing our cultural values or enriching
them? Perhaps answers may vary based on our individual experiences. Culture can be the
source of cooperation, cohesion, and progress, instead of conflict, disintegration and failure
(Harris 2004). What is important for society is to learn and use diversity to the advantage of
all human beings, specifically in hospitality industry where diversity has been growing for
several decades and is the contemporary trend.
The fact that most developed economies are fast becoming a service economy is well
established now. Consider the example of USA it is noted that 77 percent of its gross
national product (GNP) and 80 percent of its workforce comes from the service sector (Sizoo
et. al 2005). Similar is the case in other industrialized nations of Western Europe, Canada
and J apan (Malhotra et al 2005). In the process of globalization it becomes important from a
commercial as well social perspective to understand - how should we deal with people from
diverse background? If we aim to develop a society of knowledge–based skills, which values
learning and looks forward to be of service to others, we need to be aware of cultural
sensitivities and avoid embarrassing situations which can cause both commercial and social
harm. For the purpose of this presentation commercial interest within hospitality service
context will be considered.
The presentation aims to highlight the significance of sensitivity in cross- cultural encounters
and how to maximise benefits from such encounters.
In recent years services such as education; hotels; fast food; banks and investment
agencies, etc. have become more and more of a global business. International trade in
service since mid 1980s has shown a growth rate of 175 percent and today makes one-fifth
of all world trade (Stauss and Mang 1999). Such a notable growth also requires that service
companies have to conduct their business with operators and customers of different cultures.
4
Working with people from our own culture sometime becomes a challenge let alone working
and dealing with people from different cultures.
In service management literature, the term ‘service encounter’ is widely established and
indicates the contact between customer and service provider (Stauss and Mang 1999).
Service encounters in hotels are opportunities to up-sell hotel services, create positive
impression on customers and enhance the image of the property. In addition, physical
environment has a significant role too in creating an impression but it can be easily shattered
by an indifferent attitude by service staff during service encounters. Though, as stated
earlier in service management literature, service encounter is widely established, there is no
consensus on the definition of service quality. Stauss and Mang (1999) in discussing service
quality, state two mutually dependant variables presenting perspective of two interactions in
service encounters, which may become a cause of two main problem areas:
• Problems appear because the performance of the domestic service provider does not
meet the expectations of the foreign customer (inter-cultural provider performance
gap).
• It is possible that the service cannot be fulfilled at usual performance level because
the foreign customers do not maintain the role behaviour expected by the domestic
supplier (inter-cultural customer performance gap).
If we consider culture as a set of norms, rules and customs, as a result people from different
cultures have differences in their norms and customs. This leads to different expectation
from different cultures. If service managers are unaware of core cultural expectations of
customers it will result in a gap in performance of service. One could consider two options –
because customers are different to us we cannot satisfy them, just ignore it. The other
option could be learn about their core cultural values and see what best can be done for
them. It is also observed customers in a foreign land or in different cultural settings are
prepared to settle for less which eases the process of pleasing them with little efforts.
Several nations and industries are making use of this and as global competition increases,
understanding the cultural impacts of services become critical for service providers. Though
little research has been done on the impact of culture on services in hotels but as the
significance becomes more apparent, research is also growing in the area. However,
5
lessons could be learned from other service industries for example international travelers
expected to be least satisfied with airline in-flight service are likely to be J apanese, as
indicated by customer surveys (Zeithaml and Bitner 1996).
How do we quickly assess core values of a culture? Harris (2004) suggests the following
classification:
1. Sense of self and space – what validates one’s sense of self within a particular
group? What constitutes adequate space between individuals such as distance or
closeness?
2. Communication and language – consider verbal and non-verbal exchange, body
language and gestures etc.
3. Dress and appearance – typical or distinctive outward garments, dress requirements
for various events eg business or religious etc.
4. Food and feeding habits – selection, presentation, diet or religious needs, use of
cutlery or chopsticks or hands.
5. Time and time consciousness – sense of time exact or relative, precise or casual.
6. Relationship – how are individual or organizational relationships determined (eg age,
gender, status, wealth, power)? Family arrangements, use of titles etc.
7. Values and norms – customs, and practices.
8. Beliefs and attitudes – spirituality, faith etc.
9. Mental process and learning – thinking and learning style, organizing and processing
of information.
10. Work habits and practices – attitude to work and labour, dominant type of work,
rewards and promotions etc.
(source – Harris 2004).
Let us consider an example of two cultural differences here.
Asian versus Western Culture
In studying the influence of culture on consumer perceptions of service encounters Matilla
(1999) points out with relation to hotel industry that because first-class hotel services are
delivered by people, cultural factors are likely to mediate the hotel customers’ attitude toward
6
the service component of their hotel experience. As service styles in Asia are more people
oriented compared to the West, where efficiency of service delivery is highly valued, Asian
consumers even for low cost services expect a relatively high level of service (cited in Matilla
1999). A Western consumer will not mind an impersonal service if it is efficient and time-
saving where-as an Asian consumer places primary emphasis on the quality of interpersonal
relationships and the quality of interaction between employee and customer (Matilla 1999).
In reporting the service experiences of culturally diverse consumers in multicultural society of
Australia, Barker and Hartel (2004) state that on the basis of service provider behaviour (both
verbal and non-verbal), culturally diverse customers perceive they are the recipients of
inequitable service and consequently experience low levels of satisfaction.
The cultural background strongly influences consumer behviour. Reisinger and Turner
(1999) suggest that at consumption stage of buyer behaviour J apanese tourists have
experienced problems with Australian service provisions. The J apanese complained about a
lack of professional service in restaurants, poor organization of tours, lack of sophisticated
packaging, lack of good manners by service staff and slow service. All this lead to that Gold
Coast region, the major holiday destination for J apanese tourists, starting loosing it appeal as
a preferred tourist destination for J apanese honeymooners in favour of Hawaii (Reisinger
and Turner 1999).
This explains and supports the importance of cultural sensitivity and cross cultural service
encounters.
Cross cultural sensitivity and employee performance and business success
Any international service trade whether hotels or other services usually will involve service
encounters and dealings with consumers from different cultures. Ignorance of core cultural
sensitive values often leads to erroneous belief resulting in unhappy customers and lost
business. It becomes painful when it doesn’t need to be. Sizoo (et al 2005) point out the fact
that intercultural sensitivity which is an attitude that enables an individual to interact
effectively with people from different cultures is a skill that can be measured and learned.
Research indicates that cross culturally sensitive employees provide their foreign customers
better service. They are able to adjust their serving styles to meet the needs of their foreign
7
customers. Such an act is extremely beneficial for any hotel as such employees are able to
generate more revenue for the hotel through their impression on hotel guests and suggestive
selling. Many American firms fail to take advantage of cross-cultural training even if it is
made available (Lee-Ross 2005). Likewise hospitality industry is failing to account
appropriately for cross-cultural understanding in management training programmes and
subsequent initiatives. Ritz-Carlton hotel group experienced difficulties when they tried to
introduce a western-style total quality management system in their Hong Kong hotel due to
Chinese cultural value ‘Guanxi’ ( see Lee-Ross 2005).
Business success in the 21
st
century will be dependent on how individuals and organizations
acquire and practice cross-cultural sensitivity and skills in dealing with customers from
diverse background (Harris 2004). Harris (2004) also suggests that if European Union has to
continue to succeed, leaders in all 25 member countries have to devote more attention to
culture and business. The growing international trade and dependence on service sector are
contributing factors for practitioners in hospitality to acquire proficiency in coping with
diversity. Research indicates cultural training is essential to appreciate cultural sensitivity. A
world class hotel or any hospitality organization may assess its own status of cultural
sensitivity by asking the following questions:
• Does the way of doing business in your hotel suffer severely from cultural lag?
• Do the hotel managers seek to understand the culture of customers, employees and
suppliers?
• Do the hotel managers utilize cultural analysis and insights in terms of their own
management style and public relations?
• Do the hotel managers realize the value of cultural differences and promote cultural
synergy?
(adapted from Harris 2004).
As the market place becomes increasingly multicultural the production and distribution of
services in tourism and hospitality involve increase of cross- cultural experiences. A cross-
cultural service encounter may be impacted by the lack of support system and networks
which mediate service environments with the own culture of the tourists. When tourists’
expectations are not met this often leads to disappointments, fear, loneliness which can
8
result in cultural conflicts (Weiermair 2000). Within any culture there could be a multitude of
possible subcultures which also influence or control individual’s behaviour. While
inseparability is a characteristic of all services which involves co-production, where customer
is a part of the service production process, cross-cultural encounters pose greater challenge
being impacted by different cultures.
Service failures in any situation need to be followed with a ‘service recovery’ attempt and this
attempt often contributes to customers’ final level of satisfaction. If there is no attempt of
recovery from a service failure the consumer locks in the experience and evaluate the
service as low (Warden et al 2003). Research suggests a good service recovery strategy
often provides an opportunity to obtain better ratings from the customer than if the failure had
never happened (Warden et al 2003). Cross-cultural service failures often become easier to
recover as customers consider it to have happened due to cultural difference or confusion.
In other words open to cross-cultural sensitivity provides a benefit of doubt in recovery from
service failures. Such opportunity must not be ignored rather built upon for better
understanding.
Given different possibilities with cross-cultural sensitivity and intercultural service encounters
and growing globalization what are the implications for management of the modern world
hotels and other hospitality sector.
Managerial implication and conclusion
As the service industry grows globally; as the managers are exposed to more and more
cross-cultural dealing; as the work force becomes more and more diverse; as the
expectations of consumers based on their core cultural values increase; as the competition in
hotels and other sectors of the hospitality industry increases; as the travelers and other
customers become more knowledgeable about the environment around them; it all generates
challenges for the managers in the new millennium. Such challenges need to be recognized
and acted upon for the success of business specifically and society generally.
What are the current issues and how do the managers address them? It includes:
9
• Open to cross-cultural sensitivity – bringing up at home has an influence on future
behaviour of individuals. Consequently, awareness and preparedness to deal with
diverse groups of people developed at home environment has a positive bearing in
future. It facilitates efficiency and effectiveness with inter-cultural service encounters
for prospective managers staff in hospitality industry.
• Can service be a force of world peace? – Developing such an attitude at home will
impact the world peace process – one can become a bigot at home or a
compassionate and considerate citizen.
• Understand the differences between developed and developing countries in terms of
service quality perceptions and evaluations (Malhotra et al 2005).
• Know the core cultural values of your customers, employees and suppliers to
customize your services where possible. The flexibility of service providers’
behaviour can be easily adjusted as compared to physical environment facilities.
• Correct handling of complaints is a necessity. An adequate reaction to complaints
from customers of other cultures requires high social and inter-cultural competence
which should be promoted by appropriate training (Stauss and Mang 1999).
• Service recovery from failures is extremely important and sensitive recovery attempt
in cross-cultural service encounter becomes easier as benefit of doubt due to cultural
difference is fast recognized by the customers. Hence, a recovery attempt must
always be made.
It can indeed be concluded that culture influences our behaviour in all dealings. As hotel
operators/managers we cannot achieve our corporate goals in international business without
being open and sensitive to the cultures of our guests, employees and suppliers. Let us
initiate at home by talking, sharing knowledge about the diversity in the world, its richness
and contribution to the human race, let us consider a step to enrich ourselves and people
around us. Let us create ‘excellence at home’ challenge our knowledge competence to
enable us to produce leaders rather just followers. Let us make an effort that:
Everything we do should be of service to others.
10
References
Barker, S. and Hartel C.E.J . (2004) Intercultural service encounters: An exploratory
study of customer experiences Cross Cultural Management vol 11 (1) pp. 3-14.
Harris, P.R. (2004) Success in the European Union depends upon culture and
business European Business Review vol 16 (6) pp. 556-563.
Lee-Ross, D. (2005) Perceived job characteristics and internal work motivation – An
exploratory cross-cultural analysis of the motivational antecedents of hotel workers in
Mauritius and Australia Journal of Management Development vol 24 (3) pp. 253-266.
Malhotra, N.K., Ulgado, F.M., Agarwal, J ., Shainesh, G. and Wu, L. (2005)
Dimensions of service quality in developed and developing economies: multi-country
cross-cultural comparisons International Marketing Review vol 22 (3) pp. 256-278.
Matilla, A.S. (1999) The role of culture and purchase motivation in service encounter
evaluations Journal of Services Marketing vol 13 (4/5) pp. 376-389.
Sizoo, S., Plank, R., Iskat, W. and Serrie, H. (2005) The effect of intercultural
sensitivity on employee performance in cross-cultural service encounters Journal of
Services Marketing vol 19 (4) pp. 245-255.
Stauss, B. and Mang, P. (1999) Cultural shocks - in inter-cultural service encounters?
Journal of Services Marketing vol 13 (4/5) pp. 329-346.
Reisinger, Y. and Turner, L. (1999) A cultural analysis of J apanese tourists:
challenges for tourism marketers European Journal of Marketing vol 33 (11/12) pp.
1203-1227.
Warden, C. A., Liu, Tsung-Chi., Huang, Chi-Tsu. and Lee, Chi-Hsun (2003) Service
failures away from home: benefits in inter-cultural service encounters International
Journal of Service Industry Management vol 14 (4) pp. 436-456.
Weiermair, K. (2000) Tourists’ perceptions towards and satisfaction with service
quality in the cross-cultural service encounters: implications for hospitality and
tourism management Managing Service Quality vol 10 (6) pp. 397-409.
Zeithaml, V. and Bitner, M. (1996) Services Marketing McGraw-Hill, New York.
doc_147054341.pdf
Growth in the service industry internationally has imposed dealings between people from different cultures. As culture relates to norms, values and customs of people it generates behavioural differentiation. This results in difference in expectations during service encounters as customers, employees or suppliers.
Paper to be presented at the ‘International Conference on Excellence in the
Home: Balanced Diet – Balanced Life’ Royal Garden Hotel, Kensington, UK.
London 8
th
and 9
th
May 2006.
Asad Mohsin
Cross-cultural Sensitivities in Hospitality: a matter of
conflict or understanding
Dr Asad Mohsin
Department of Tourism and Hospitality Management
The University of Waikato Management School
New Zealand
Contact
Dr Asad Mohsin
Department of Tourism Management
University of Waikato Management School
Private Bag 3105
Hamilton
New Zealand
e-mail [email protected]
2
Cross-cultural Sensitivities in Hospitality: a matter of
conflict or understanding
Abstract
Growth in the service industry internationally has imposed dealings between people from
different cultures. As culture relates to norms, values and customs of people it generates
behavioural differentiation. This results in difference in expectations during service
encounters as customers, employees or suppliers. Hotels and other sectors of hospitality
industry are faced with challenges of cross-cultural service encounters and continuously
need to assess their service performance against the expectation of their customers,
employees and suppliers from a diverse background. Such encounters might become easier
to deal with if individuals are brought up in a home environment which encourages learning
about others and providing service to others. This paper presentation highlights the selected
research on cross cultural sensitivities and discusses its managerial implications in
hospitality industry from service encounters perspective. The presentation concludes stating
some current issues and suggesting a way forward.
3
Cross-cultural Sensitivities in Hospitality: a matter of
conflict or understanding
Introduction
Are multiculturalism; multinational; globalization bad words? Or are they rich words? Is
world really fast becoming a global village? Are we loosing our cultural values or enriching
them? Perhaps answers may vary based on our individual experiences. Culture can be the
source of cooperation, cohesion, and progress, instead of conflict, disintegration and failure
(Harris 2004). What is important for society is to learn and use diversity to the advantage of
all human beings, specifically in hospitality industry where diversity has been growing for
several decades and is the contemporary trend.
The fact that most developed economies are fast becoming a service economy is well
established now. Consider the example of USA it is noted that 77 percent of its gross
national product (GNP) and 80 percent of its workforce comes from the service sector (Sizoo
et. al 2005). Similar is the case in other industrialized nations of Western Europe, Canada
and J apan (Malhotra et al 2005). In the process of globalization it becomes important from a
commercial as well social perspective to understand - how should we deal with people from
diverse background? If we aim to develop a society of knowledge–based skills, which values
learning and looks forward to be of service to others, we need to be aware of cultural
sensitivities and avoid embarrassing situations which can cause both commercial and social
harm. For the purpose of this presentation commercial interest within hospitality service
context will be considered.
The presentation aims to highlight the significance of sensitivity in cross- cultural encounters
and how to maximise benefits from such encounters.
In recent years services such as education; hotels; fast food; banks and investment
agencies, etc. have become more and more of a global business. International trade in
service since mid 1980s has shown a growth rate of 175 percent and today makes one-fifth
of all world trade (Stauss and Mang 1999). Such a notable growth also requires that service
companies have to conduct their business with operators and customers of different cultures.
4
Working with people from our own culture sometime becomes a challenge let alone working
and dealing with people from different cultures.
In service management literature, the term ‘service encounter’ is widely established and
indicates the contact between customer and service provider (Stauss and Mang 1999).
Service encounters in hotels are opportunities to up-sell hotel services, create positive
impression on customers and enhance the image of the property. In addition, physical
environment has a significant role too in creating an impression but it can be easily shattered
by an indifferent attitude by service staff during service encounters. Though, as stated
earlier in service management literature, service encounter is widely established, there is no
consensus on the definition of service quality. Stauss and Mang (1999) in discussing service
quality, state two mutually dependant variables presenting perspective of two interactions in
service encounters, which may become a cause of two main problem areas:
• Problems appear because the performance of the domestic service provider does not
meet the expectations of the foreign customer (inter-cultural provider performance
gap).
• It is possible that the service cannot be fulfilled at usual performance level because
the foreign customers do not maintain the role behaviour expected by the domestic
supplier (inter-cultural customer performance gap).
If we consider culture as a set of norms, rules and customs, as a result people from different
cultures have differences in their norms and customs. This leads to different expectation
from different cultures. If service managers are unaware of core cultural expectations of
customers it will result in a gap in performance of service. One could consider two options –
because customers are different to us we cannot satisfy them, just ignore it. The other
option could be learn about their core cultural values and see what best can be done for
them. It is also observed customers in a foreign land or in different cultural settings are
prepared to settle for less which eases the process of pleasing them with little efforts.
Several nations and industries are making use of this and as global competition increases,
understanding the cultural impacts of services become critical for service providers. Though
little research has been done on the impact of culture on services in hotels but as the
significance becomes more apparent, research is also growing in the area. However,
5
lessons could be learned from other service industries for example international travelers
expected to be least satisfied with airline in-flight service are likely to be J apanese, as
indicated by customer surveys (Zeithaml and Bitner 1996).
How do we quickly assess core values of a culture? Harris (2004) suggests the following
classification:
1. Sense of self and space – what validates one’s sense of self within a particular
group? What constitutes adequate space between individuals such as distance or
closeness?
2. Communication and language – consider verbal and non-verbal exchange, body
language and gestures etc.
3. Dress and appearance – typical or distinctive outward garments, dress requirements
for various events eg business or religious etc.
4. Food and feeding habits – selection, presentation, diet or religious needs, use of
cutlery or chopsticks or hands.
5. Time and time consciousness – sense of time exact or relative, precise or casual.
6. Relationship – how are individual or organizational relationships determined (eg age,
gender, status, wealth, power)? Family arrangements, use of titles etc.
7. Values and norms – customs, and practices.
8. Beliefs and attitudes – spirituality, faith etc.
9. Mental process and learning – thinking and learning style, organizing and processing
of information.
10. Work habits and practices – attitude to work and labour, dominant type of work,
rewards and promotions etc.
(source – Harris 2004).
Let us consider an example of two cultural differences here.
Asian versus Western Culture
In studying the influence of culture on consumer perceptions of service encounters Matilla
(1999) points out with relation to hotel industry that because first-class hotel services are
delivered by people, cultural factors are likely to mediate the hotel customers’ attitude toward
6
the service component of their hotel experience. As service styles in Asia are more people
oriented compared to the West, where efficiency of service delivery is highly valued, Asian
consumers even for low cost services expect a relatively high level of service (cited in Matilla
1999). A Western consumer will not mind an impersonal service if it is efficient and time-
saving where-as an Asian consumer places primary emphasis on the quality of interpersonal
relationships and the quality of interaction between employee and customer (Matilla 1999).
In reporting the service experiences of culturally diverse consumers in multicultural society of
Australia, Barker and Hartel (2004) state that on the basis of service provider behaviour (both
verbal and non-verbal), culturally diverse customers perceive they are the recipients of
inequitable service and consequently experience low levels of satisfaction.
The cultural background strongly influences consumer behviour. Reisinger and Turner
(1999) suggest that at consumption stage of buyer behaviour J apanese tourists have
experienced problems with Australian service provisions. The J apanese complained about a
lack of professional service in restaurants, poor organization of tours, lack of sophisticated
packaging, lack of good manners by service staff and slow service. All this lead to that Gold
Coast region, the major holiday destination for J apanese tourists, starting loosing it appeal as
a preferred tourist destination for J apanese honeymooners in favour of Hawaii (Reisinger
and Turner 1999).
This explains and supports the importance of cultural sensitivity and cross cultural service
encounters.
Cross cultural sensitivity and employee performance and business success
Any international service trade whether hotels or other services usually will involve service
encounters and dealings with consumers from different cultures. Ignorance of core cultural
sensitive values often leads to erroneous belief resulting in unhappy customers and lost
business. It becomes painful when it doesn’t need to be. Sizoo (et al 2005) point out the fact
that intercultural sensitivity which is an attitude that enables an individual to interact
effectively with people from different cultures is a skill that can be measured and learned.
Research indicates that cross culturally sensitive employees provide their foreign customers
better service. They are able to adjust their serving styles to meet the needs of their foreign
7
customers. Such an act is extremely beneficial for any hotel as such employees are able to
generate more revenue for the hotel through their impression on hotel guests and suggestive
selling. Many American firms fail to take advantage of cross-cultural training even if it is
made available (Lee-Ross 2005). Likewise hospitality industry is failing to account
appropriately for cross-cultural understanding in management training programmes and
subsequent initiatives. Ritz-Carlton hotel group experienced difficulties when they tried to
introduce a western-style total quality management system in their Hong Kong hotel due to
Chinese cultural value ‘Guanxi’ ( see Lee-Ross 2005).
Business success in the 21
st
century will be dependent on how individuals and organizations
acquire and practice cross-cultural sensitivity and skills in dealing with customers from
diverse background (Harris 2004). Harris (2004) also suggests that if European Union has to
continue to succeed, leaders in all 25 member countries have to devote more attention to
culture and business. The growing international trade and dependence on service sector are
contributing factors for practitioners in hospitality to acquire proficiency in coping with
diversity. Research indicates cultural training is essential to appreciate cultural sensitivity. A
world class hotel or any hospitality organization may assess its own status of cultural
sensitivity by asking the following questions:
• Does the way of doing business in your hotel suffer severely from cultural lag?
• Do the hotel managers seek to understand the culture of customers, employees and
suppliers?
• Do the hotel managers utilize cultural analysis and insights in terms of their own
management style and public relations?
• Do the hotel managers realize the value of cultural differences and promote cultural
synergy?
(adapted from Harris 2004).
As the market place becomes increasingly multicultural the production and distribution of
services in tourism and hospitality involve increase of cross- cultural experiences. A cross-
cultural service encounter may be impacted by the lack of support system and networks
which mediate service environments with the own culture of the tourists. When tourists’
expectations are not met this often leads to disappointments, fear, loneliness which can
8
result in cultural conflicts (Weiermair 2000). Within any culture there could be a multitude of
possible subcultures which also influence or control individual’s behaviour. While
inseparability is a characteristic of all services which involves co-production, where customer
is a part of the service production process, cross-cultural encounters pose greater challenge
being impacted by different cultures.
Service failures in any situation need to be followed with a ‘service recovery’ attempt and this
attempt often contributes to customers’ final level of satisfaction. If there is no attempt of
recovery from a service failure the consumer locks in the experience and evaluate the
service as low (Warden et al 2003). Research suggests a good service recovery strategy
often provides an opportunity to obtain better ratings from the customer than if the failure had
never happened (Warden et al 2003). Cross-cultural service failures often become easier to
recover as customers consider it to have happened due to cultural difference or confusion.
In other words open to cross-cultural sensitivity provides a benefit of doubt in recovery from
service failures. Such opportunity must not be ignored rather built upon for better
understanding.
Given different possibilities with cross-cultural sensitivity and intercultural service encounters
and growing globalization what are the implications for management of the modern world
hotels and other hospitality sector.
Managerial implication and conclusion
As the service industry grows globally; as the managers are exposed to more and more
cross-cultural dealing; as the work force becomes more and more diverse; as the
expectations of consumers based on their core cultural values increase; as the competition in
hotels and other sectors of the hospitality industry increases; as the travelers and other
customers become more knowledgeable about the environment around them; it all generates
challenges for the managers in the new millennium. Such challenges need to be recognized
and acted upon for the success of business specifically and society generally.
What are the current issues and how do the managers address them? It includes:
9
• Open to cross-cultural sensitivity – bringing up at home has an influence on future
behaviour of individuals. Consequently, awareness and preparedness to deal with
diverse groups of people developed at home environment has a positive bearing in
future. It facilitates efficiency and effectiveness with inter-cultural service encounters
for prospective managers staff in hospitality industry.
• Can service be a force of world peace? – Developing such an attitude at home will
impact the world peace process – one can become a bigot at home or a
compassionate and considerate citizen.
• Understand the differences between developed and developing countries in terms of
service quality perceptions and evaluations (Malhotra et al 2005).
• Know the core cultural values of your customers, employees and suppliers to
customize your services where possible. The flexibility of service providers’
behaviour can be easily adjusted as compared to physical environment facilities.
• Correct handling of complaints is a necessity. An adequate reaction to complaints
from customers of other cultures requires high social and inter-cultural competence
which should be promoted by appropriate training (Stauss and Mang 1999).
• Service recovery from failures is extremely important and sensitive recovery attempt
in cross-cultural service encounter becomes easier as benefit of doubt due to cultural
difference is fast recognized by the customers. Hence, a recovery attempt must
always be made.
It can indeed be concluded that culture influences our behaviour in all dealings. As hotel
operators/managers we cannot achieve our corporate goals in international business without
being open and sensitive to the cultures of our guests, employees and suppliers. Let us
initiate at home by talking, sharing knowledge about the diversity in the world, its richness
and contribution to the human race, let us consider a step to enrich ourselves and people
around us. Let us create ‘excellence at home’ challenge our knowledge competence to
enable us to produce leaders rather just followers. Let us make an effort that:
Everything we do should be of service to others.
10
References
Barker, S. and Hartel C.E.J . (2004) Intercultural service encounters: An exploratory
study of customer experiences Cross Cultural Management vol 11 (1) pp. 3-14.
Harris, P.R. (2004) Success in the European Union depends upon culture and
business European Business Review vol 16 (6) pp. 556-563.
Lee-Ross, D. (2005) Perceived job characteristics and internal work motivation – An
exploratory cross-cultural analysis of the motivational antecedents of hotel workers in
Mauritius and Australia Journal of Management Development vol 24 (3) pp. 253-266.
Malhotra, N.K., Ulgado, F.M., Agarwal, J ., Shainesh, G. and Wu, L. (2005)
Dimensions of service quality in developed and developing economies: multi-country
cross-cultural comparisons International Marketing Review vol 22 (3) pp. 256-278.
Matilla, A.S. (1999) The role of culture and purchase motivation in service encounter
evaluations Journal of Services Marketing vol 13 (4/5) pp. 376-389.
Sizoo, S., Plank, R., Iskat, W. and Serrie, H. (2005) The effect of intercultural
sensitivity on employee performance in cross-cultural service encounters Journal of
Services Marketing vol 19 (4) pp. 245-255.
Stauss, B. and Mang, P. (1999) Cultural shocks - in inter-cultural service encounters?
Journal of Services Marketing vol 13 (4/5) pp. 329-346.
Reisinger, Y. and Turner, L. (1999) A cultural analysis of J apanese tourists:
challenges for tourism marketers European Journal of Marketing vol 33 (11/12) pp.
1203-1227.
Warden, C. A., Liu, Tsung-Chi., Huang, Chi-Tsu. and Lee, Chi-Hsun (2003) Service
failures away from home: benefits in inter-cultural service encounters International
Journal of Service Industry Management vol 14 (4) pp. 436-456.
Weiermair, K. (2000) Tourists’ perceptions towards and satisfaction with service
quality in the cross-cultural service encounters: implications for hospitality and
tourism management Managing Service Quality vol 10 (6) pp. 397-409.
Zeithaml, V. and Bitner, M. (1996) Services Marketing McGraw-Hill, New York.
doc_147054341.pdf