Oğuz Türkay

Career paths of hotel general managers in Turkey

ABSTRACT This article investigates the career paths of hotel general managers (HGMs) in a developing country, namely Turkey. Based on an in-depth literature review, a questionnaire was developed and data were collected from 168 HGMs in Turkey. Compared to previous studies, this study found a higher percentage of female HGMs working in hotels. According to the research findings, almost half of the respondents received formal education in hospitality and tourism. The participating respondents most frequently reached the HGM position through working in the front office department and the food and beverage department. Honesty, interpersonal skills, and loyalty were found to be the top three characteristics that helped the participants become HGMs. In terms of required skills, communication, human relations, taking initiatives, and the ability to formulate plans were the top four skills for the participants in their career development. Finally, learning a foreign language, having a college degree, and developing long-term career goals were the top three personal development strategies. This is one of the first studies investigating HGMs career paths in a developing country and it offers specific theoretical and practical implications on this important topic.

Effects of strategic consciousness and strategic planning on business performance: A comparative study of the industries in Turkey

In this study, two concepts (strategic consciousness and strategic planning) were considered as different concepts. Strategic planning is a process which takes place after strategic consciousness. Strategic consciousness is a construct that consists of reframing, system thinking, learning orientation, and reflecting dimensions. These dimensions were tested to determine whether or not they have effects on the factors of strategic planning such as institutionalization of strategic planning, existence of vision and mission statements and action plan, performance measurement, and stakeholder analysis. Reframing and reflection were found to be the most significant determinants of institutionalization of strategic planning. Learning orientation and reflection had a significant effect on the existence of vision and mission statements and action plan in organizations. Reframing, learning orientation, and reflection significantly determined performance measurement in the firms. Reframing, system thinking, and reflection had a deterministic effect on stakeholder analysis. On the other hand, the performance of a firm was seen as a function of such variables as institutionalization of strategic planning and existence of vision and mission statements and action plan. By carrying out an analysis based on the factor of diversification of industries, it could be argued that hotels appeared more conscious than textile industries and had more efficient planning applications than textile and food industries. The firms in the food industry were more effective than the firms in the textile industry based to the three factors of consciousness. By carrying out an analysis based on the factor of diversification by firm size, there was a major difference between big and small sized firms. The big sized firms used more strategic consciousness and planning than the small sized firms.