Does organisational culture determine performance differentials in the hospitality industry? Evidence from the hotel industry

Purpose The purpose of the study is to examine performance differentials in the hospitality industry through organisational culture. Design/methodology/approach The study adopted the positivism philosophy, thus relying on the quantitative approach. A structured questionnaire was deployed to gather data from 162 sampled respondents. Findings The study finds that mission, involvement and consistency as dimensions of organisational culture have a significant positive relationship with performance of the hotels. However, adaptability as an organisational culture dimension has no statistically significant relation with performance. Practical implications Through this study, key stakeholders in the hospitality industry will understand that deploying organisational culture in businesses is important in enhancing performance of businesses. Originality/value The study is underpinned by the organisational excellence theory, and its main contribution to the literature is by proposing that when firms deploy excellent cultural attributes, their performance will improve.