Proceedings of the 8th International Conference on Intellectual ...

Leonard Barnett and Edward Carter
participation in decision-making but not accepting consequences, seeing positions as life tenure,
staying too long; foreign manager’s intercultural competence crucial: relationship development,
encouraging cultural observances, judgments about status and flexibility. 5. Communication: fear <strong>of</strong>
complaining, ‘kill <strong>the</strong> messenger’, avoiding confrontation, difficulties obtaining full information about
problems or complaints, staff not telling management <strong>the</strong> full story. 6. Status: differential treatment <strong>of</strong>
guests, hi-so lo-so, status relations among staff, phi-nong (superior-subordinate, senior-junior),
ethnicity - treatment <strong>of</strong> Westerners, Indians and Arabs, status <strong>of</strong> job, company brand loyalty. 7.
Relationships: Relationship and trust building, relationship management, ‘screwing over,’ group and
family loyalty, cronyism, in- and out-groups, company as family, astute observers <strong>of</strong> relationships.
3.4 Research validity and reliability
3.4.1 Multiple methods <strong>of</strong> data collection
This study incorporated rigorous data collection and analysis methods, such as triangulation and
participant validation to ensure <strong>the</strong> validity and reliability (Silverman, 2000; Krippendorff, 2004;
Richardson, 2000). Multiple methods enabled <strong>the</strong> comparison and checking <strong>of</strong> findings, revealing high
consistency across all items.
3.4.2 Participant validation
The initial analysis <strong>of</strong> findings was made available to participants who verified and commented on
both <strong>the</strong> analysis and <strong>the</strong> interpretation. Participant validation was invaluable in streng<strong>the</strong>ning
research validity as it confirmed <strong>the</strong> accuracy <strong>of</strong> <strong>the</strong> categorizations (<strong>the</strong>mes and sub-<strong>the</strong>mes)
recorded and <strong>the</strong> conclusions and clarified some matters (Richardson, 2000; Krippendorff, 2004).
3.4.3 Presentation <strong>of</strong> evidence
This study’s credibility is bolstered by <strong>the</strong> maintenance <strong>of</strong> rich and detailed accounts <strong>of</strong> interview data
in transcripts and recordings, and observational notes (Richardson, 2000).
3.4.4 The quality <strong>of</strong> interview participants
The quality <strong>of</strong> <strong>the</strong> interview respondents, as ‘competent judges’ and knowledgeable senior managers,
supports <strong>the</strong> research’s validity.
3.4.5 Reliability
Fur<strong>the</strong>r reliability <strong>of</strong> this study derives from <strong>the</strong> consistency or replicability <strong>of</strong> findings from different
participants and observations (Bryman 2004; Silverman 2000; Krippendorff, 2004). The researchers
applied one set <strong>of</strong> interview questions to each <strong>of</strong> <strong>the</strong> five respondents whose overlapping or
consistent answers enhances <strong>the</strong> reliability <strong>of</strong> particular findings. In addition, findings from nonparticipant
observations supported and confirmed those from <strong>the</strong> interviews. Systematic coding and
data collection techniques fur<strong>the</strong>r improved reliability (Silverman (2005). To assist <strong>the</strong> research
process and streng<strong>the</strong>n reliability, a research diary was kept throughout <strong>the</strong> study.
4. Findings
Seven major findings emerged from analysis <strong>of</strong> 113 data items. These are described here while <strong>the</strong>
next section distils <strong>the</strong> implications for KM.
4.1 Positive information from and experience <strong>of</strong> customers
This finding is expected as <strong>the</strong>se staff are from <strong>the</strong> region’s best hotels. As Thais strongly value
ascribed status (Trompenaars 1993) high paying guests are treated deferentially and respectfully.
Trompenaars’ particularism complements ascribed status as lower rank persons (staff) go to great
lengths to relate positively to <strong>the</strong>se customers. Communitarianism and <strong>the</strong> ‘organization as family’
(Trompenaars 2001) reinforce staff’s welcoming attitudes. Shapero (2006) and Baum and Devine
(2008) note that intercultural competence increases customer satisfaction. Are <strong>the</strong> staff highly
interculturally competent or do <strong>the</strong>y simply appear to be so for cultural reasons? Given <strong>the</strong> importance
<strong>of</strong> <strong>the</strong> particular context in intercultural competence (Pusch 2004; Lustig and Koester 2003), positive
customer information may reflect that <strong>the</strong>se staff in <strong>the</strong>se hotels, interacting with <strong>the</strong>se guests, display
significant intercultural competence in this situation. Do particularism, communitarianism and ascribed
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