International Journal of Research Studies in Management
CollabWritive Special Issue
2026 Volume 14 Issue 1
Available Online: 24 January 2026
Author/s:
Liu, Tian
Graduate School, Lyceum of the Philippines University – Batangas, Philippines
Abstract:
In the context of the hotel industry where demand fluctuations and uncertainties coexist, how to enhance organizational performance and sustainable competitiveness through the interaction of “people – culture – resilience” has become a key issue. For this purpose, this study takes the front-line formal employees of five-star hotels in Anhui Province as the subjects, and adopts descriptive research design and quantitative questionnaire methods, aiming to evaluate the current situation of human capital management practices, corporate culture and organizational resilience and their mechanism of effect on high-performance culture. The research found that respondents generally recognized that hotels performed well in human capital management practices, especially reaching an overall “agreement” level in the three dimensions of recruitment and selection, training and development, and employee relations. Corporate culture is believed to effectively promote employee empowerment, customer orientation, diversity and inclusiveness, and form relatively positive values and behavioral norms. In terms of organizational flexibility, respondents generally believe that hotels demonstrate strong performance in agility, adaptability and forward-looking thinking, and can maintain operational and service quality in the face of changes in the external environment. Correlation analysis reveals that there is a highly significant positive relationship among human capital management practices, corporate culture, and organizational resilience, indicating that a systematic management logic based on capacity supply, centered on value and behavior, and with resilience as an amplifier can collaboratively promote performance improvement. Based on this, the research proposed and constructed a “high-performance culture framework” for the hotel industry to guide enterprises in their integrated practices in talent acquisition and cultivation, cultural shaping and system implementation, as well as resilience building and continuous improvement.
Keywords: human capital management practices, corporate culture, organizational resilience, hotel, high-performance culture
DOI: https://doi.org/10.5861/ijrsm.2026.26004
Cite this article:
Liu, T. (2026). Human capital management practices, corporate culture and organizational resilience among hotels: Basis for high-performance culture framework. International Journal of Research Studies in Management, 14(1), 37-52. https://doi.org/10.5861/ijrsm.2026.26004