Management innovations in a Chinese hotel company: the case of 7 Days Inn

Abstract

Purpose

This study aims to analyze management innovations developed by a homegrown Chinese hotel company aimed at sustaining its growth and reveals some unorthodox management practices in the lodging industry in China.

Design/methodology/approach

A theoretical sampling process was used to choose 7 Days Inn as a single case study. Semi-structured in-depth personal interviews of 15 informants with varying responsibilities were conducted to obtain organization-specific insights. Content analysis of the transcripts was performed to analyze interview data. Secondary data and interviews of managers in competing hotels were also used to support the findings.

Findings

This study identified seven major innovative management practices developed by 7 Days Inn. Most of these innovations arose from the company’s idiosyncratic collective mindset. The company created a different approach to thinking about the basic issues regarding business and management – including managerial roles, mistakes and change – that constituted the cornerstones of its management innovations.

Research limitations/implications

Owing to the limitations of case method, the findings may not be generalizable to other Chinese hotel companies.

Practical implications

As little is known about innovative management practices by homegrown hotel companies in China, this study sheds new light on a creative and distinctive management system in the Chinese hotel industry. Introducing management styles that differ significantly from those of Western companies will benefit both management researchers and practitioners.

Originality/value

This study extends previous findings in management innovation by uncovering indigenous innovation influenced by traditional Chinese cultural values in China’s hospitality industry.

Citation

Qin, Y., Li, B. and Yu, L. (2015), "Management innovations in a Chinese hotel company: the case of 7 Days Inn", International Journal of Contemporary Hospitality Management, Vol. 27 No. 8, pp. 1856-1880. https://doi.org/10.1108/IJCHM-02-2014-0080