Practical strategy for maintaining organisational performance in the hospitality industry of Thailand

This research investigates the linkages between top-management's learning preferences, organisational strategy and the organisational performance of the room-service and hospitality industry in a Thai 'Smart City' in Northeast Thailand. Quantitative research employing a survey questionnaire was used with 501 managers as participants. The findings suggest that the most supportive learning preferences for managers in the hospitality industry are, in rank order, activist, pragmatist, reflector and theorist, whilst organisational strategy factors, composed of cost leadership, product/service differentiation and niche market, were verified as mediators. Implications exist for how managers in the hospitality industry can improve organisational performance through developing the appropriate learning preferences and applying a supportive organisational strategy. This research is original in terms of the data collected and extends the findings to practise in related types of organisations. This is the first study to establish an association between learning preferences, organisational strategy and organisational performance in the hospitality industry of Thailand.