Human and other critical factors in organisational learning in the hotel industry: A contingency approach

María de la Soledad Celemin-Pedroche, José Miguel Rodríguez-Antón, María del Mar Alonso-Almeida, Luis Rubio-Andrada


Organisational learning is instrumental to successful adaptation to today’s changing environment. Research on the subject referred to the hotel industry is scant, however. The present study surveyed 147 Spanish hotels to determine the extent to which they implemented internal and external drivers and cultural and technological enablers and the level of organisational learning attained. These hotels were also characterised by the contingency factors most relevant to the industry and, based on the results, grouped into four clearly distinct clusters. An analysis of the groupings confirmed statistically significant inter-cluster differences. The empirical evidence gathered suggests that while all the hotel establishments studied stressed organisational learning, individual features determined differences in how successfully it is implemented. The inter-cluster differences identified suggest that the valuation of organisational learning varies with hotel type and, therefore, different organisational learning strategies must be implemented to attain higher performance.


organisational learning, contingency factors, learning enablers, internal drivers, external drivers.

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