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Corporate Culture as a Competitive Tool in Enhancing the Organisational Performance of Star-Rated Hotels in Ghana

Corporate Culture as a Competitive Tool in Enhancing the Organisational Performance of Star-Rated Hotels in Ghana

Dominic Owusu
Copyright: © 2020 |Pages: 20
ISBN13: 9781799822042|ISBN10: 1799822044|ISBN13 Softcover: 9781799822059|EISBN13: 9781799822066
DOI: 10.4018/978-1-7998-2204-2.ch004
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MLA

Owusu, Dominic. "Corporate Culture as a Competitive Tool in Enhancing the Organisational Performance of Star-Rated Hotels in Ghana." Contemporary Management Approaches to the Global Hospitality and Tourism Industry, edited by Abraham Pius, et al., IGI Global, 2020, pp. 58-77. https://doi.org/10.4018/978-1-7998-2204-2.ch004

APA

Owusu, D. (2020). Corporate Culture as a Competitive Tool in Enhancing the Organisational Performance of Star-Rated Hotels in Ghana. In A. Pius, H. Alharahsheh, & A. Adesanmi (Eds.), Contemporary Management Approaches to the Global Hospitality and Tourism Industry (pp. 58-77). IGI Global. https://doi.org/10.4018/978-1-7998-2204-2.ch004

Chicago

Owusu, Dominic. "Corporate Culture as a Competitive Tool in Enhancing the Organisational Performance of Star-Rated Hotels in Ghana." In Contemporary Management Approaches to the Global Hospitality and Tourism Industry, edited by Abraham Pius, Husam H. Alharahsheh, and Adenike A. Adesanmi, 58-77. Hershey, PA: IGI Global, 2020. https://doi.org/10.4018/978-1-7998-2204-2.ch004

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Abstract

This chapter focuses on the use of corporate culture as a competitive tool to enhance the performance of organisations. However, the focus of the study was on star-rated hotels in Ghana. To address this, the chapter first focused on determining the corporate culture that is dominant among the star-rated hotels operating in Ghana. Secondly, it also sought to establish the influence that corporate culture has on organisational performance. Out of a population of 680 star-rated hotel managers, a sample of 248 were chosen using stratified random sampling technique. Self-administered questionnaires were used to solicit the views of managers of the selected hotels. In all, a total of 178 responses were retrieved and analysed using descriptive and partial least squares in structural equation modelling. Findings of the study revealed that the rule-bound culture is the dominant corporate practiced by the star-rated hot hotels in Ghana. The study also found that corporate culture significantly predicted organisational performance of star-rated hotels in the country.

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