Judie Gannon | Oxford Brookes University (original) (raw)

Papers by Judie Gannon

In this podcast we are joined by Dr Judie Gannon, Senior Lecturer in the International Centre for... more In this podcast we are joined by Dr Judie Gannon, Senior Lecturer in the International Centre for Coaching & Mentoring Studies (ICCaMs) to explore how mentoring can be used in the spinouts ecosystem to encourage more women to be involved in innovation and feel supported in their spinout journey.

Routledge eBooks, Jul 17, 2023

The Journal of Hospitality Leisure Sport and Tourism, 2011

... Search result page. Title: Educational Resource Review. Author: Paul Barron ; JudieGannon. Ab... more ... Search result page. Title: Educational Resource Review. Author: Paul Barron ; JudieGannon. Abstract: This educational resources review focuses on teaching international students and teachingcultural skills. The two areas ...

Personnel Review, Jun 1, 2012

Purpose-This article explores how understanding the challenges faced by companies' attempts to cr... more Purpose-This article explores how understanding the challenges faced by companies' attempts to create competitive advantage through their human resources and HRM practices can be enhanced by insights into the concept of strategic groups within industries. Based within the international hotel industry this study identifies how strategic groups emerge in the analysis of HRM practices and approaches. It sheds light on the value of strategic groups as a way of readdressing the focus on firm and industry level analyses. Design Methodology/Approach-Senior human resource executives and their teams across eight international hotel companies (IHCs) were interviewed in corporate and regional headquarters, with observations and the collection of company documentation complementing the interviews. Findings-The findings demonstrate that strategic groups emerge from analysis of the HRM practices and strategies used to develop hotel general managers (HGMs) as strategic human resources in the international hotel industry. The value of understanding industry structures, dynamics and intermediary levels of analysis are apparent where specific industries place occupational constraints on their managerial resources and limit the range of strategies and expansion modes companies can adopt. Research limitations/implications-This study indicates that further research on strategic groups will enhance the theoretical understanding of strategic human resource management (SHRM) and specifically the forces that act to constrain the achievement of competitive advantage through human resources. A limitation of this study is the dependence on the human resource divisions' perspectives of realising international expansion ambitions in the hotel industry. Practical implications-This study has implications for companies' engagement with their executives' perceptions of opportunities and threats, and suggests companies will struggle to achieve competitive advantage where such perceptions are consistent with their competitors. Originality/value-Developments in strategic human resource management have relied upon the conceptual and theoretical developments in strategic management, however, an understanding of the impact of strategic groups and their shaping of SHRM has not been previously explored.

International Journal of Contemporary Hospitality Management, Jul 13, 2010

PurposeThe international hotel industry's growth has been achieved via the simultaneous dives... more PurposeThe international hotel industry's growth has been achieved via the simultaneous divestment of real estate portfolios and adoption of low risk or “asset light” market entry modes such as management contracting. The management implications of these market entry mode decisions have however been poorly explored in the literature and the purpose of this paper is to address these omissions.Design/methodology/approachResearch was undertaken with senior human resource executives and their teams across eight international hotel companies (IHCs). Data were collected by means of semi‐structured interviews, observations and the collection of company documentation.FindingsThe findings demonstrate that management contracts as “asset light” options for international market entry not only provide valuable equity and strategic opportunities but also limit IHCs' chances of developing and sustaining human resource competitive advantage. Only where companies leverage their specific market entry expertise and develop mutually supportive relationships with their property‐owning partners can the challenges of managing human resources in these complex and diversely owned arrangements be surmounted.Research limitations/implicationsA limitation of this paper is the focus on the human resource specialists' perspectives of the impact of internationalization through asset light market entry modes.Originality/valueThis paper presents important insights into the tensions, practices and implications of management contracts as market entry modes which create complex inter‐organisational relationships subsequently shaping international human resource management strategies, practices and competitive advantage.

International Journal of Hospitality Management, May 1, 2015

This case study reflects on two pieces of research, one undertaken amongst hospitality and touris... more This case study reflects on two pieces of research, one undertaken amongst hospitality and tourism educators and the other across international hotel companies, on the requisite skills and abilities for managing the challenges of internationalisation. It identifies the absence of any ...

International perspectives on higher education research, Nov 21, 2022

International journal of evidence based coaching and mentoring, 2020

In this special issue, we want to pay a huge tribute to Tony Grant, PhD, Professor of Coaching Ps... more In this special issue, we want to pay a huge tribute to Tony Grant, PhD, Professor of Coaching Psychology at the University of Sydney. Tony was a regular contributor and valued reviewer for the journal. He was also one of the original editorial board members for this journal and edited our February 2005 issue. Without his help, encouragement and quality article submissions, especially in the early days, this journal would probably not exist – certainly the focus on evidence-based research would not be as manifest. Tony died on February 3rd this year and he will be greatly missed by us all.

International Journal of Hospitality Management, 2015

In the strategic human resource management (SHRM) field three approaches have dominated, namely, ... more In the strategic human resource management (SHRM) field three approaches have dominated, namely, the universal or best-practice, best-fit or contingency and resourcebased view (RBV). This study investigates evidence for the simultaneous or mixed adoption of these approaches by eight case study firms in the international hotel industry. Findings suggest there is considerable evidence of the combined use of the first two approaches but that the SHRM RBV approach was difficult to achieve by all companies. Overall, gaining differentiation through SHRM practices was found to be challenging due to specific industry forces. The study identifies that where companies derive some competitive advantage from their human resources and HRM practices they have closely aligned their managers' expertise with their corporate market entry mode expertise and developed some distinctive, complex and integrated HRM interventions, which have a mutually reinforcing effect.

The Service Industries Journal, 2008

... International Entrepreneurship and Management Journal , 3(1): 109???134. [CrossRef] View all ... more ... International Entrepreneurship and Management Journal , 3(1): 109???134. [CrossRef] View all references; Patton, Marlow, &amp;amp;amp; Hannon, 200051. Patton, D., Marlow, S. andHannon, P. 2000. ... Patton, D., Marlow, S. and Hannon, P. 2000. ...

International Journal of Contemporary Hospitality Management, 1997

Relates the type of expansion strategies used by international hotel groups to approaches to ensu... more Relates the type of expansion strategies used by international hotel groups to approaches to ensuring organizational cohesion within these organizational settings. Achieves this by exploring dimensions of control and co‐ordination of managerial resources. Uses a case‐study approach which concentrates on the human resource management function to highlight current experiences in six different hotel companies and identifies their engagement in high degrees of social control. This result may be easily understood where the company both owns and operates its properties; however, the evidence suggests that franchising, a mechanism which is often seen as allowing hotel unit investors or franchisees considerable latitude in running the operation, is also susceptible to social control through management transfer and development policies.

International Journal of Contemporary Hospitality Management, 2010

Personnel Review, 2012

PurposeThis article aims to explore how understanding the challenges faced by companies' atte... more PurposeThis article aims to explore how understanding the challenges faced by companies' attempts to create competitive advantage through their human resources and HRM practices can be enhanced by insights into the concept of strategic groups within industries. Based within the international hotel industry, this study identifies how strategic groups emerge in the analysis of HRM practices and approaches. It sheds light on the value of strategic groups as a way of readdressing the focus on firm and industry level analyses.Design/methodology/approachSenior human resource executives and their teams across eight international hotel companies (IHCs) were interviewed in corporate and regional headquarters, with observations and the collection of company documentation complementing the interviews.FindingsThe findings demonstrate that strategic groups emerge from analysis of the HRM practices and strategies used to develop hotel general managers (HGMs) as strategic human resources in th...

Coaching: An International Journal of Theory, Research and Practice, 2021

This case study explores intercultural awareness and communication skills as part of the essentia... more This case study explores intercultural awareness and communication skills as part of the essential skills set of managers operating in today’s international hospitality and tourism industry. The movement of labour across the world, encouraged by push and pull factors in different economies provides most managers in the hospitality and tourism industries with specific challenges of managing diversity within their workforces. However, the extent to which employers and educators have recognised these features has yet to be fully analysed. Using findings from a recent research thesis on the development of international hotel companies and their human resources, and a research project investigating the teaching of intercultural awareness and intercultural communication skills in international hospitality and tourism programmes, the chapter identifies the responses of these key stakeholders. The research suggests that neither the companies nor the education institutions