An examination of expatriate managers have on local tradtions and culture in the work place case study crown plaza Riyadh hotel
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Date
2025
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Saudi Digital Library
Abstract
This research examines the impact of expatriate managers on local traditions and culture within the workplace, using the Crowne Plaza Riyadh Hotel as a case study. In the context of Saudi Arabia’s rapidly evolving hospitality industry under Vision 2030, the study explores how foreign managerial practices interact with deeply rooted cultural norms. Drawing on globalization cultural theory, cross-cultural adjustment theory, social exchange theory, and cultural role theory, the research employs a mixed-methods approach combining secondary literature review with primary data from semi-structured interviews, surveys, and document analysis. Findings reveal that expatriate managers contribute positively by introducing international standards, fostering cultural exchange, and enhancing service quality, while challenges persist in cultural sensitivity, communication barriers, and adaptation to local managerial preferences. Quantitative results indicate strong perceptions of respect for local culture among expatriates, though qualitative insights highlight areas for improved cultural integration and training. The study offers practical recommendations for fostering inclusivity, reducing cultural conflicts, and leveraging diversity to achieve organizational goals, contributing to both the theoretical understanding and practical management of cross-cultural dynamics in the hospitality sector
Description
This project investigates the impact of expatriate (foreign) managers on local traditions and workplace culture within the hospitality industry, focusing on a case study of the Crowne Plaza Riyadh Hotel in Saudi Arabia. The research explores how cultural diversity, management practices, and cross-cultural interactions shape organizational dynamics, employee relations, and service delivery. Using a mixed-methods approach, the study integrates secondary research with primary data collected through interviews, surveys, observations, and document analysis. By applying theories such as globalization cultural theory, cross-cultural adjustment, social exchange, and cultural role theory, the project provides a multi-dimensional understanding of the challenges and opportunities presented by expatriate management. Findings reveal both the positive contributions of expatriate managers—such as skill transfer, innovation, and service quality improvement—and the challenges they face, including communication barriers and cultural sensitivity gaps. The project offers practical recommendations for fostering cultural harmony, improving employee satisfaction, and leveraging diversity to achieve sustainable competitive advantage in alignment with Saudi Vision 2030 goals.
Keywords
Expatriate managers, Cross-cultural management, Workplace culture, Local traditions, Hospitality industry, Saudi Arabia tourism, Social exchange theory, Cross-cultural adjustment, Cultural role theory, Intercultural communication, Vision 2030 Saudi Arabia, Employee integration