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Abstract

Since the Open-Door Reforms of the Chinese market to foreign investment in the late 1970s, numerous Western firms have sought to enter and establish their presence as a market leader in their particular industry. Establishing a presence and generating growth in the emergent Chinese market has proven challenging for Western firms; operating effectively and efficiently in this ‘new’ market environment (characterised by significant psychographic, cultural, legal and political differences) has highlighted a number of significant research opportunities. One such opportunity has manifest in a call to develop a finer-grained understanding of the knowledge management processes required by Western hotel chains attempting to enter and establish their operations in China. This chapter presents an exploratory analysis of the knowledge management issues and processes experienced by the Marriott Group during its entry and growth in the Chinese hospitality industry. This analysis is based on a series of semi-structured interviews with senior managers present during Marriott’s entry into China. The chapter concludes with a discussion of the managerial and theoretical implications emanating therefrom.

Item Type:	Book Section
Authors/Creators:	Wong, TL and French, L and Wickham, M
Keywords:	hospitality industry, knowledge management, China
Publisher:	InTech Publishers
DOI / ID Number:	10.5772/67105
Copyright Information:	Copyright 2017 The Authors. Licensed under Creative Commons Attribution 3.0 Unported (CC BY 3.0) https://creativecommons.org/licenses/by/3.0/
Related URLs:	Google Scholar: Wong, T UTAS Profile: Wong, T UTAS Profile: French, L Google Scholar: Wickham, M UTAS Profile: Wickham, M
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