Exploring the Factors that Prevent Hotel Managers' Tacit Knowledge Utilization in Independent Hotels: A Case Study

The purpose of this qualitative, applied, case study was to explore the factors that prevent hotel managers' tacit knowledge utilization and its impact. Qualitative research inquiry in the form of a descriptive case study was conducted and a total of 10 independent hotel managers from the target community were face-to-face interviewed. The purpose was to provide insights into the factors that prevent managers' tacit knowledge utilization and their impact at an operational level. Identified factors included: (a) knowledge issues, (b) employee issues, (c) training and learning issues, and (d) organizational issues. The researcher concluded that the identified factors affect operating standards and procedures in independent hotels stopping any efforts to: (a) develop employees' practical intelligence, (b) benchmark the expert-to-peer tacit knowledge exchange process, (c) design training and learning infrastructure, (d) connect tacit knowledge utilization with HRM functions and operating standards. The researcher recommended independent hotel managers to use the findings of the study as the commencement point in order to better understand the factors that cause their ineffectiveness in utilizing personal tacit knowledge. An action agenda could be crafted based on operating priorities and be related to the weaknesses and the problems indentified in the hotel service delivery process about service quality and productivity standards. The purposely and carefully targeted action agenda should take place in a way so as to manage internal operating pressures to meet productivity and service quality standards, thus, to secure the consistency of the hotel service delivery process. Independent hotel managers should link the prevention of tacit knowledge to the organization's cost savings or profitability in order to attract the interest of investors. As a result, the balance between organizational profitability and guests' satisfaction could be achieved. Also, training and learning infrastructure should aim to link the actual hotel service delivery process and the operating standards with particular training and learning thematic areas.