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This article posits a model to describe a learning process that may be applied to the development of leadership practices of hospitality managers who are current practitioners in hotels, resorts and other hospitality establishments. The premise of the model is found in the academic disciplines of science and philosophy as they relate to leadership and learning theories. The article concludes with a suggested seven‐step method that may be used to enhance leadership development among workers in hospitality enterprises.

The purpose of this study is to determine competency expectations for entry level supervisory employees in the golf and club management industry.

The study was conducted with members of a Chapter of the Club Managers Association of America. A 20‐question survey was developed for the study to identify desired competencies to be acquired by the next generation golf and club management professional. The survey was distributed electronically.

Competencies identified for entry level golf and club management positions were similar to those required for current effectiveness of club managers already in practice and comparable to the more recognized hospitality industries of restaurants and hotels. The findings also demonstrate the overall impressions of practitioners concerning levels of preparation for entry level positions in the industry.

The paper presents conclusions and suggestions for collaborative initiatives aimed at improving the preparation of individuals for successful entry into hospitality and tourism industry employment.

The golf and club management industry is challenged by an insufficient number of qualified applicants for management vacancies. The research offers new approaches to recruitment and development of entry level managerial candidates.

The purpose of this paper is to discuss the impact of technology on the human resources (HR) function in organizations, in general, and in hospitality firms, in particular.

The issue is presented through an extensive literature review, in addition to practical examples and demonstrations from the hospitality industry.

The literature clearly points to a substantial incorporation of technology in HR operations, to the extent that human resource information systems (HRIS) are perceived today as internal e‐commerce. This transition offers significant potential but also raises challenges and concerns. In addition, certain constraints often prevent HRIS from being utilized to their full potential, and therefore need to be addressed at the managerial level.

The review particularly raises the importance of managerial commitment to the successful performance of HRIS in organizations. In addition, suggestions for overcoming the barriers of the effective implementation of HRIS across HR functions are detailed throughout the paper.

The paper presents an important contemporary issue that has received very little attention in the hospitality and tourism literature. By providing a state‐of‐the‐art review on the potential contribution of HRIS to the industry, and elaborating on critical issues related to the topic, the paper can be of value for both HR educators and practitioners.

This study aims to develop a theoretical framework of the impact of clan and hierarchy cultures and knowledge technological capabilities on organizational learning.

A questionnaire survey was used to collect data from 693 employees working in knowledge management centers in various law and enforcement units in the United Arab Emirates (UAE). Structural equation modeling was used to test the relationships between the variables.

The findings show that the clan culture had a significant negative effect on organizational learning. However, hierarchy culture and knowledge technological capabilities had a significant positive impact in predicting organizational learning behavior.

The study focuses on a specific type of public organization only, which somewhat limits the generalizability of the research results. Second, as the study was cross-sectional, the causal relationships could not be inferred directly. The study results will help policymakers create a learning organization by examining the impact of organizational culture and knowledge of technological capabilities.

This paper has added knowledge about the relationship between culture types, knowledge technological capabilities and organizational learning, particularly in the UAE. This study helps to bridge the gap in research on culture and knowledge technological capabilities and organizational learning.

Knowledge sharing in a master-apprentice pattern is the process of transferring tacit knowledge from masters to apprentices. In addition, 90 per cent of knowledge required for organizational innovation is tacit knowledge in the master-apprentice pattern. The purpose of this paper is to analyze the evolution of knowledge sharing in master-apprentice pattern and explore the consequences of how to improve the knowledge sharing in the master-apprentice pattern.

This paper uses asymmetric evolutionary game theory to study the evolutionary track of knowledge sharing in master-apprentice pattern of innovative organizations by analyzing the utility of masters and apprentices during the process of knowledge sharing in master-apprentice pattern of the innovative organization.

The results reveal that when the masters obtained utility from sharing knowledge is greater than that from hoarding knowledge, and the apprentices obtained utility from studying hard is greater than the costs, the innovative organization can get the largest utility from the knowledge sharing in the mater-apprentice pattern.

The limitation of the research is that this paper mainly studies knowledge sharing among individuals and does not research knowledge sharing between individuals and organizations.

This research has extended the understanding of knowledge sharing in master-apprentice and its evolution path. Also, the obtained findings are conducive to promoting knowledge sharing in master-apprentice and improving human resource management in innovative organizations.

This paper attempts to construct the evolution path of knowledge sharing in master-apprentice pattern, which is a useful exploration of the dynamics of knowledge sharing in master-apprentice pattern and makes up for the shortcomings of the existing research.

The aim of this study is to explore effective communication strategies for Spanish‐speaking and Haitian‐Creole‐speaking employees in hotel companies.

A case study approach was employed. Three employee, focus group interviews and semi‐structured interviews with 12 managers were conducted in a resort hotel in Orlando to elicit critical factors related to effective communication strategies with Spanish‐speaking and Haitian‐Creole‐speaking employees.

It was found that the case study company mainly communicated with its employees through daily meetings, daily written information (e.g. hot sheets), wall postings, e‐mails, and periodic monthly/quarterly meetings. It was found that bilingual employees often worked as unpaid translators and assisted their colleagues. Spanish and Haitian‐Creole‐speaking employees felt that not being proficient in English hindered their promotion opportunities. Differences were observed among English, Spanish, and Haitian‐Creole‐speaking employees in terms of style of communication. Some native‐speaking employees seemed to refrain from communicating with non‐English‐speaking employees unless they communicated in English. Haitian‐Creole‐speaking employees spoke to other employees about only work‐related issues.

This is one of the first studies looking into communication strategies and challenges for Spanish and Haitian‐Creole‐speaking employees in hotel companies.