National Cultural Dimension Challenges from Thailand, Myanmar, and Laos in Developing Hotel’s Organizational Performance
Measures needed to improve organizational performance may run counter to cultural dimensions as identified by Hofstede (2001). This mixed methodology study looks at the cultural dimensions of Thailand, Laos, and Myanmar and at how they can stand in the way of reaching organizational goals. The quantitative approach consists of a survey of hotel managers from those three countries. In addition, in-depth structured interviews were conducted with twelve managers from the selected hotels to determine the impact of cultural dimensions on hotels’ performance in terms of working relationship, changing and adapting to circumstances, coordinating and collaborating, and holding employees accountable. Hypothesis testing and data analysis were done by reference statistics and a Confirmatory Factor Analysis (CFA). The results indicate that the natural cultural dimensions are heavily linked to the business operations and may put high performance in a quandary. Time orientation has the highest direct effect on hotels performance in Thailand, Myanmar, and Laos, followed by power distance and collectivism.