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Item type:Publication, Responsible Leadership Practices in the Hospitality Sector Family Businesses: Evidence from an Emerging Market(Emerald Publishing, 2023-11-14)The study aims to find out the extent to which hospitality sector family-owned businesses in Egypt feel committed to responsible leadership practices and subsequently meet their stakeholders' expectations. Design/methodology/approach: The authors conducted semi-structured interviews with 24 owners of family restaurants in Egypt. Thematic analysis was undertaken on the collected data resulting in four major themes. Findings: The authors find that the four dimensions (aggregation of virtuousness, stakeholder involvement, individual competencies and ethical contributions) are not fully exercised by the owners despite their readiness to behave correctly according to social norms. Furthermore, the respondents elaborated that they do not fully understand how to commence playing a role in contributing to the common good in their societies. Originality/value: To the best of the authors’ knowledge, the present study is the first to empirically investigate responsible leadership practices in the context of small and medium-sized family businesses (restaurants in this case), particularly in the emerging market and non-Western contexts. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Psychological Contract of Employees in Family-Owned Hotels: The Role of Talent Management Practices(Emerald Publishing, 2023-11-14)This study aims to analyse how talent management practices in family-owned hotels contribute to their employees' fulfilment of their psychological contract. Design/methodology/approach: Semi-structured interviews were conducted with 30 employees working at three different family business hotels in Sharm El-Sheikh, Egypt. Moreover, thematic analysis was undertaken on the collected data resulting in four major themes. Findings: The findings revealed that stimulating employees to fulfil their psychological contract towards their family-owned hotels leads to several benefits. First, it leads to talent management practices that support crisis management, sustainability and resilience. Second, it contributes to empathy towards or at least a deep concern for the future of work in the hospitality sector. Third, to fulfil their psychological contract, employees, particularly non-family members, require inclusive talent management and ongoing training programmes tailored to prepare them to meet current and future challenges in the hospitality sector. Originality/value: To the best of the authors' knowledge, the present study is the first study to empirically investigate the relationship between talent management practices and the psychological contract of employees in family-owned hotels, especially in developing economy context of Egypt. Also, it is one of the pioneering studies to unpack these dynamics for family as well as non-family employees.