An examination of expatriate managers have on local tradtions and culture in the work place case study crown plaza Riyadh hotel

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