Формирование международных команд в гостиничном бизнесе на основе развития кросскультурных коммуникативных компетенций

Due to the ongoing Russian-Ukrainian war and martial law in Ukraine, it is advisable to expand the scope of study of problematic issues related to the management of hotel chains under martial law in Ukraine by examining the current state of the industry and the experience of hospitality industry enterprises gained during this time, which has led to the relevance of the chosen topic for this scientific article. The article is aimed at analyzing the mechanism of functioning of international and national hotel chains in Ukraine and the peculiarities of management of hotel chains under martial law. The object of research is the management system of hotel chains under martial law in Ukraine. The subject of the study is a set of theoretical and methodological foundations for determining the essence and features of the hotel chain management system under martial law in Ukraine. The scientific novelty of the study is to summarize the arguments regarding the organisation and functioning of hotel chains in the current business environment and to systematize the scientific theoretical, methodological and applied foundations for determining and taking into account the peculiarities of hotel chain management during martial law in Ukraine. In order to reveal the subject of scientific research, the article uses such methods as observation and comparison (characteristic features and forms of functioning of hotel chains in the hospitality industry are determined), analysis and synthesis (the essential indicators of success in Ukraine and the world of certain hotel chains, management methods in crisis conditions are clarified), methods of statistics (recording the dynamics of development of hotel chains), methods of visualisation (graphical and tabular forms), classification (in terms of types, forms and factors of influence on the functioning of hotel chains), visualisation methods (graphical and tabular forms). The article summarises the arguments regarding the importance of state regulation in the hotel business and international and national requirements for the provision of hotel services under conditions of risk. The scientific theoretical, methodological, analytical and applied principles of the hotel business in the system of the legal field for compliance with the standards of functioning of international and national hotel chains under martial law are systematised. The results of the study can be useful for employees of the tourism and hospitality industry; researchers, teachers, students of higher education institutions, who study, in particular, the specialities "Tourism" and "Hotel and restaurant business". Keywords: martial law, hotel industry, hotel chains, hotel services, hospitality industry, hotel management, hospitality market, Ukraine, hotel management.

The aim of this study is to determine the effects of digital transformation on human resources planning in hotel businesses. In the study, it will be revealed how innovative processes, systems and tools such as new technology smart applications, automation systems, robots, online transactions used in hotel businesses within the scope of digital transformation affect human resources planning qualitatively and quantitatively. The research population consists of the general managers and human resources managers of the 5-star hotels operating in Turkey, which have developed in terms of digital transformation. The research will be carried out in Istanbul, Ankara, Izmir, Antalya and Bodrum, as the hotels that have completed the digital transformation in the hotel industry in Turkey are still limited and they operate in different provinces throughout the country. The research will be carried out in the form of face-to-face-online interviews with the general managers and human resources managers of the hotels and through semi-structured questionnaires. Purposive sampling method was chosen as the research sampling method. The data will be analyzed with descriptive analysis technique. Research findings will be presented systematically by forming the main theme, classification and subgroups. The findings were compared with the information in the literature, and the discussion and conclusion were presented. Inferences and recommendations for literature and practice are presented. According to the results of the research, digital transformation affects human resources planning qualitatively and quantitatively, and being able to successfully benefit from digital transformation in hotel businesses requires a successful human resources planning.

The relevance of the research is due to the need to systematize and clarify the conceptual framework in the field of digital transformation of the hotel business, which is a prerequisite for the formation of methodologically sound approaches to the diagnosis and management of digital maturity of hotel enterprises. This problem is of particular importance in the context of increasing demands on the quality of service, increased competition and the need to ensure the sustainable development of the hotel business in the digital economy.The purpose is to formulate a characteristic of the concept of digital maturity of the hotel business, taking into account its specifics.Objectives: to analyze the existing definitions of digital maturity; to identify the key characteristics of the digital maturity of hotels; to propose a formulation of the concept taking into account the specifics of the hotel business.Methodology. The research was based on a systematic approach, interpretation, analysis, synthesis in relation to the concept and characteristics of digital maturity in the hotel business.Results. The article examines the theoretical and applied aspects of the formation of the concept of digital maturity in relation to the hotel business, analyzes approaches to the definition of digital maturity, presented by both domestic and foreign authors. Based on the generalization of theoretical sources and industry specifics, the interpretation of the digital maturity of the hotel is formulated as the level of its ability to sustainably and strategically integrate digital technologies into business processes, personnel management and guest service. The key characteristics of maturity are highlighted: strategic orientation, organizational flexibility, technological equipment, digital culture and customer-centricity. Digital maturity in the hotel industry must take into account the balance between technology and the human factor.Conclusions. The study clarifies the concept of digital maturity in relation to the hotel business. It has been established that digital maturity includes not only the level of technological development, but also the strategic, organizational and cultural readiness of the hotel for digital transformation. The conclusion is made about the need for an integrated approach to the diagnosis and development of digital maturity to ensure the sustainability of the hotel business in a digital economy.

The article examines the peculiarities of business process management in the hotel industry. It was found that the model that combines business processes in the hotel industry includes three main processes ‒ provision of accommodation, food services and, depending on the category of the temporary accommodation facility, additional services.It has been proven that management business processes consist of: management, marketing and financial processes, the main (accommodation, food and additional services (entertainment, wellness, business services, etc.) create the value of the hotel service/goods, why the hotel receives core profit Supporting business processes ensure the efficiency of core business processes. Development business processes create profit in current activities but are aimed at obtaining benefits and profit in the future, ensure the development of the hotel, etc.The purpose, tasks and advantages of business planning in the hotel industry are revealed.It has been proven that to assess the definition of the level of business processes that take place in the hotel industry of the state, it is appropriate to use the matrix method, which is calculated on general and integral indicators. The application of this method allows not only to determine the main leaders and the place in the competition, which is evaluated by the criterion of the maximum points scored, but also to quantitatively assess the lag behind the region with the best level of business processes. The existing methodology involves the use of four key factors: social, client, financial and personnel.Using the matrix method, the integral indicator of business processes in the hotel industry of three southern regions of Ukraine ‒ Kherson, Mykolayiv and Odesa ‒ was evaluated. It was revealed that the rating of the regions for the implementation of business processes in the hotel industry was distributed according to the integral indicator as follows: the Mykolayiv region takes the 1st place, the Odesa region takes the 2nd place, and the Kherson region takes the 3rd place. The Odesa region has a strong position in terms of social and personnel components, and the Kherson region has the best position in terms of the client (tourist) component. For the calculations, 12 key evaluation indicators were used, charac-terizing individual components of the region's potential. Keywords:business process, hotel business, hotel, model, matrix method, points method

Existing hotel business development strategies are disclosed: marketing strategies, pricing strategies, strategies aimed at adapting to market changes. Components of marketing strategies for hotel business development are disclosed, in particular, revenue management, development and implementation of marketing and sales activities, use of customer experience, personnel management, and introduction of new technologies. Pricing strategy in the hotel business means determining priority goals and substantiating the tools for achieving them. Types of hotel business pricing strategies are disclosed: forecast-based pricing strategy, differentiated pricing strategy, dynamic pricing strategy, discount strategy, flash sales, and Upselling and cross-selling strategies. Options for optimizing prices for hotel services are presented. Examples of using artificial intelligence technologies to implement dynamic pricing strategies are given. Adaptation strategies include: hotel chain strategies, consumer behavior modeling strategy, hotel positioning change strategy. The following strategies for modeling consumer behavior are presented: broad penetration strategy, selective penetration strategy, intensive marketing strategy, passive marketing strategy. The following strategies for developing hotel chains are presented: global geography of expansion, consistent focused local expansion, creation of a brand portfolio, development of a real estate portfolio, external orientation strategy, orientation on geographical advantages, “segmentation” strategy, “branding” strategy, “internal orientation” strategy, “cost leadership” strategy. The economic indicators that characterize the implementation of marketing goals of hotel business development strategies are presented. The definition of artificial intelligence in tourism is given as the use of information technologies for automation, optimization and improvement of operational processes in tourism.

The article presents the analysis of scientific research and determines some key guidelines of normative and legal regulation of our country’s hospitality industry at the current stage of its development. It was ascertained that the hospitality sector is a complex of industries whose main task is serving tourists during their stay outside their permanent place of residence. The hospitality sector, according to definitions by leading specialists in the field of tourism economics, includes the hotel and restaurant business, transport service enterprises, and the entertainment sector. The hotel sector in the structure of the hospitality industry performs key functions, as it offers consumers a range of services, in the formation and implementation of which all sectors and elements of the hospitality industry participate. Thus, it is appropriate to distinguish the hotel industry as the most complex component of the hospitality industry. The meaning of the concepts of «hotel business», «hotel industry» is associated with the economic activities of specialized enterprises that offer their own services on a commercial basis and provide traveling customers with the necessary conditions for accommodation and meals. In a competitive hospitality services market, the desire of enterprises to obtain the highest profit and the growing solvency of service consumers encourage hotel businesses to provide not only accommodation and meals, but necessitate the expansion of the scope of additional and related services. This enriches the meaning of the concept of «hotel business» and expands the scope of activity of hotel enterprises that provide services not only of their own production, but also of related industries. The development of the hotel industry requires the creation of certain favorable legal regulations. Taking into account international requirements for the quality of hotel services, numerous industry regulatory documents need to be updated. The Law of Ukraine «On Tourism» provides for licensing of tour operator activities (Article 17) and standardization in the field of tourism activities (Article 18). Therefore, in our opinion, licensing and certification procedures should play a key administrative role in state regulation, the use of which will contribute to improving the work of hotel industry enterprises, improving the quality of hotel services, and ensuring their comprehensiveness. The introduction of licensing in the hotel sector will contribute to the creation of new opportunities for business entities in the hotel and hospitality services market. An equally important function in the provision of hotel services is performed by certification, i.e. a specific method of confirming the compliance of the quality and form of provision of a complex of hotel services with current national standards. Problematic issues include the regulation of land ownership, especially for foreign investors. The lack of opportunities for land privatization and unfavorable terms for its lease for the construction of hotels, as well as the mechanism for the concession of historical and architectural buildings, does not attract foreign companies to the hotel business. Specific legal regulation is required for the development of small hotels capable of creating a unique flavor of national hospitality, and for the creation of corporate forms, traditional in the global hotel industry, like international hotel chains. One of the factors intensifying the development of the industry at the current stage should be considered the implementation of a real transformation of ownership relations, the corporatization of hotel enterprises. Privatization and corporatization will lead to an improvement in the quality of management at hotel industry enterprises, as well as the material and financial condition of the industry. Therefore, improving the legal framework for hotel industry enterprises should be considered an important prerequisite for their further development.

With the rapid development of Lijiang tourism, hotel industry there also exposed some problems. A serious problem is the relationship between employee turnover and humanized management. Lijiang first class hotels are mostly international hotels and domestic national hotels. By comparing studies of humanized management in these hotels, both types of hotel management have strengths, but it is still a long way to go before establishing a perfect humanized management.

Quarantine restrictions, which were actively introduced around the world in early 2020, affected absolutely all areas of economic life. Particularly critical was the impact on the hotel and restaurant business. This is confirmed by existing research, which shows that almost a third of business owners have lost 90 to 100% of their income. And this is only at the beginning of quarantine. The same entrepreneurs fired about half of their employees. In addition, a small proportion of full-service restaurants tried to continue operating at a small capacity. This was possible through the use of government procurement or the organization of takeaway activities, to provide the minimum necessary stock of cash to resume operations in the future. The rest were forced to close. Similar trends were observed in the hotel business, but in the case of hotels, the situation was even more critical. Therefore, the need to monitor the impact of the COVID-19 pandemic on the hotel and restaurant business, as a basis for the formation of measures to restore this area of the economy in the future determine the relevance of our study. The scientific article examines the impact of quarantine restrictions on the hotel and restaurant business through the prism of analyzing the degree of decline in income, the percentage of job cuts, the number of employees granted leave at their own expense, and the share of laid off workers. In addition, the distribution of the areas most affected by quarantine is considered in terms of determining the percentage of victims who were not affected by quarantine, as well as those who benefited from quarantine restrictions. The dynamics of changes in the number of operating restaurants is studied. The reasons for the formation of a disappointing situation in the hotel and restaurant industry are analyzed. Have been developed measures for business owners to ensure the successful operation hotels and restaurants in the quarantin conditions, as well as proposed steps to be taken at the state level to support the hotel and restaurant business.

This study investigates the direction of future hospitality curriculum development in relation to the career paths of a group of hotel managers from an internationally known full service hotel in Taiwan. The data were collected from in-depth personal interviews and 3-month on site observation. The findings profile the hotel managers' career background and present the merits which make positive impacts on their managerial career development. Hotel managers' viewpoints about the curriculum development of future hospitality management education in Taiwan are also presented. This study concludes that gaining a hospitality education is not necessarily a preferred route to hotel management jobs. To work from an unskilled manual job up through the ranks to reach a management position is also not desirable option. Education and training are important but they should stimulate students' interests and modify students' characters in addition to reinforcing students' skills and knowledge. To be a hotel manager, one should be able to demonstrate his/her strong interest in working in the hotel industry as well as in exhibiting distinctive personal quality. Based on this study, educators are encouraged to be more attentive to students' interests and personal quality development and they should include these elements in the curriculum design in the future. In addition, foreign language skills and understandings of various cultures are also vital for students to pursue managerial careers in the international hotel industry in Taiwan.

Relevance. The article examines the process of the establishment of the hotel business in Russia. The relevance of the topic under consideration is unconditional in view of its low coverage in the scientific literature and its importance for the formation of a general concept of the development of the hotel industry in the country.The purpose is to highlight the main stages of the establishment of the hotel business in Russia.Objectives: to determine the degree of state regulation of the activities of "hotels"; to name the types of hotel establishments in different historical periods; to assess the level of service.Methodology. The article is based on the principles of historicism, consistency and objectivity. In addition to them were the methods of a special plan – hermeneutic, comparative legal and historical-typological.Results. The process of establishment of the hotel business in Russia was a long one, inextricably linked with the formation and development of Russian statehood. Hotel establishments of various types were arranged, as a rule, in cities or on crowded roads. They provided accommodation, catering services, and, at the same time, strengthened trade ties, created conditions for cultural exchange. Hospitality was a characteristic feature of the Russian people. In the pre-Mongol period, reception and accommodation services were provided by guest houses, inns, camps, churchyards. Under the influence of the Mongol-Tatars, Yamsky stations appeared as hotels on the roads of Russia. Since the beginning of the XVIII century, the country's hotel network has been expanding at the expense of European-type establishments: inns, herbergs. The state has been leaving the hotel business outside the zone of active regulation for a long time. The activities of the "hotels" were subordinated to customary law. The first attempts to establish hotel standards date back to the XIV century . During the formation of the unified Russian state, activity in hotel management increased. In Peter's time, the government's policy was aimed at modernizing service quality standards, expanding the scope of hotel services provided, improving taxation, and unifying the hotel chain.Conclusion. The state of the hotel industry was a qualitative reflection of the political and socio-economic processes in the country.

The aim of the article is to analyze the tendencies in the development of the hospitality industry in Ukraine. The material base intended for accommodating tourists affects the level of tourist service, forms demand, and stimulates the functions and development of the country's tourist market; therefore it occupies one of the first places in the development of tourist infrastructure. In 2020, there were 4523 hotels and other collective accommodation establishments in Ukraine, with a total number of 37497 and an average of 52 rooms. In the present stage of development, Ukraine's hospitality industry faces a number of specific problems that interfere with compliance to European standards of quality service in hotel enterprises. Very few of them are international-class hotels. There are only 197 hotels, which of the total number, have a confirmed hotel classification rating by stars (five stars – 36; four stars – 71; three stars – 59; two stars –15; one star – 16 hotels). The volume of investment in upgrades and construction of new establishments of collective accommodation of tourists is low. Likewise, low is the level of competition in the hotel market, no corporate standards, and poor quality management of services in collective accommodation for tourists. A problem is also a small number of qualified specialists in the service sector and management of hotel enterprises. On one hand, technological backwardness of the industry; the high level of the tax pressure; the imperfection of the legal framework and its inconsistency in context of modern requirements; low solvency - also obstruct tourism development of the country and the hotel industry in particular. On the other hand, the creation of international hotel and restaurant chains, the increase in number of small hotel-type enterprises, and the introduction of computer technologies in hotel facilities, the appearance of specialized enterprises with a reduced set of offered services are also generally considered to be positive tendencies in development. Keywords: tourism, hospitality industry, hotel industry, hotel business, collective accommodation.

The electronic human resource management (e-HRM) is adopted in the hotel industry widely nowadays. However, case studies are rare. This study set the Westin Guangzhou as sample, and implemented the research on the Infomationization impact on the human resource management in hotels. The result indicated that, first, the human resource management in the hotel industry had entered the information age; moreover, e-HRM could provide information sharing and decision basis when it comes to the stage of human resource strategy deploying. Unfortunately, e-HRM, due to the character of quantification, had a limitation on satisfying the personality requirement of the human resource management. As a result, the key factors to optimize the implementation of e-HRM in the hotel industry are information technology or information system enhancement and staff training on working habit.

In the context of macroeconomic recovery and accelerating digital transformation in the post-pandemic era, the hotel industry in China is undergoing profound structural changes. This research investigates the core competencies required for hotel managers to navigate these challenges. Data was collected via a quantitative survey involving a structured questionnaire, was conducted among hotel managers in Shanghai, China, resulting in 404 valid responses. Employing exploratory factor analysis using SPSS, this study identifies seven key competency dimensions encompassing 36 ranked items, including interpersonal communication, leadership, operational knowledge, human resource management, financial analysis, technology, and administrative management. The results show that economic recovery has brought new opportunities but also challenges to the hotel industry, and that managers must possess a diverse set of core competencies to adapt to the demanding new market changes. The novelty of this research lies in its empirical grounding and its focus on the intersection of digitalization and economic recovery within China’s hotel industry. It pioneers a dynamic strategic competency framework tailored to the evolving demands of the hotel industry during a period of economic volatility, providing empirical evidence and advice for optimizing the industry’s talent training systems. Simultaneously, it brings a new perspective for dealing with the recovery path for the hotel enterprises in other urban and travel destinations, aiming to promote industry sustainability and competitive advantages. Future research could extend the proposed framework by exploring its applicability across different cultural and economic contexts.

ABSTRACTSaudi Arabia's localization policy, “Saudization,” aims to decrease reliance on expatriate workers, but it has been more successful in the public sector than in the private sector. This study explores the issues involved in effectively implementing the policy in the hotel industry in Saudi Arabia, specifically four- and five-star hotels. Tourism professionals, HR professionals, and hotel managers were interviewed and hotel managers and employees surveyed. The research specifies criteria for the effective implementation of Saudization and identifies the issues involved in implementing this policy in four- and five-star hotels. It makes recommendations, which could assist in implementing the policy effectively in the hotel industry.

The study aims to identify the factors that influence the adoption and implementation of digitalization in the hotel industry in the United Arab Emirates (UAE). Hence, this study provides insights into the challenges that hotel managers and owners face in integrating digital technologies into their operations. A quantitative research approach was used, consisting of a survey of 200 hotel managers and owners. The survey collected data on the extent of digitalization in their hotels. The findings suggest that digitalization positively affects business performance in the hotel industry. Specifically, the results reveal that hotels that are more digitalized have higher occupancy rates, greater revenue growth, and increased customer satisfaction. The study also identified several factors that influence the adoption and implementation of digitalization in hotels, such as organizational culture, resource availability, and technology readiness. This study contributes to the literature on digitalization and business performance in the hotel industry by providing empirical evidence of the benefits of digitalization in terms of business outcomes. The study also provides practical implications for hotel managers and owners in the UAE, as well as insights for policymakers and researchers interested in digitalization in the hospitality sector.