A problem shared: following in the footsteps of Marriott and Ritz‐Carlton: How two Taiwanese hotel companies tackle knowledge‐management issues

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

Scans the top 400 management publications in the world to identify the most topical issues and latest concepts. These are presented in an easy‐to‐digest briefing of no more than 1,500 words.

Findings

The importance of knowledge sharing within companies came to prominence in the early nineties, and one of the more interesting industries it can be applied to is the hotel and catering sector. Multi‐national brands such as Marriott International Hotels and Ritz‐Carlton Hotels have been aware of the importance of knowledge sharing for some time, and have implemented schemes to maximize its benefits. But while major hotel companies can be expected to follow the latest management trends, how are these theories relevant to smaller companies operating in a young market such as Taiwan?

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2005), "A problem shared: following in the footsteps of Marriott and Ritz‐Carlton: How two Taiwanese hotel companies tackle knowledge‐management issues", Strategic Direction, Vol. 21 No. 5, pp. 15-17. https://doi.org/10.1108/02580540510594002