Talent management in the hospitality and tourism industry: the role of societal and organisational culture

Kravariti, Foteini, Jooss, Stefan, tom Dieck, Mandy ORCID: https://orcid.org/0000-0002-8765-8969, Fountoulaki, Paraskevi and Hossain, Farhad (2024) Talent management in the hospitality and tourism industry: the role of societal and organisational culture. International Journal of Contemporary Hospitality Management. ISSN 0959-6119

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Abstract

Purpose – The purpose of this research is to examine the role of societal and organisational culture on talent management (TM) within the Greek hospitality and tourism (H&T) industry. Specifically, we test societal culture’s effect on TM approaches and the mediating role of organisational culture. Design/methodology/approach – In our quantitative study, the questionnaire sample included employees of all hierarchical levels from three hotels located in northern, central, and southern Greece (n = 188). Data analyses were carried out by using the PROCESS Version 4 macro in SPSS. Findings – Our results show that neither societal nor organisational culture are decisive factors in impacting the perceived TM approach. This might be due to the organisations imitating other firms without pre-establishment of societal and organisational fit. Practical implications – This study emphasises TM’s alignment with both societal and organisational culture. Given the context-specific nature of TM, achieving culture fit can enhance talent acquisition, retention, and engagement, ultimately leading to improved talent and overall organisational performance. Originality/value – Our study integrates more centrally a cultural lens into the TM discourse. It provides empirical evidence of TM approaches in the Greek H&T industry, drawing on a multistakeholder sample including managers and talents.