A foreign hotel in London: the history of Hilton's negotiation of legitimacy in the 'swinging sixties'

Barbara Czyżewska, A. Roper
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引用次数: 4

Abstract

Whilst theories of business internationalisation assert that foreignness poses challenges to multinational companies’ subsidiaries operating abroad, historical study of Hilton International’s expansion in the 1960s suggests otherwise. In its early internationalisation Hilton International transferred abroad its institutional ownership advantages including corporate philosophy and culture; its practices, policies, processes and work systems and product design. Despite claims of social embeddedness, the London Hilton was perceived to be a typically American hotel. Analysis of Hilton’s expansion strategy suggests that the company used its foreignness as a differentiating factor. This paper contributes to the limited business history research in the area of internationalisation and knowledge transference. Historical analysis of Hilton’s internationalisation contradicts the institutionalism’s assumption that multinationals must adapt to local institutional settings. This paper enhances the notion that playing the ‘foreignness’ game can lead to comparative global advantage.
伦敦的一家外国酒店:希尔顿在“摇摆的六十年代”的合法性谈判史
虽然商业国际化理论断言,外国对跨国公司在海外经营的子公司构成了挑战,但对希尔顿国际集团(Hilton International)上世纪60年代扩张的历史研究表明,情况并非如此。在国际化初期,希尔顿国际集团将其企业理念和文化等制度所有权优势转移到国外;它的实践、政策、过程、工作系统和产品设计。尽管声称具有社会嵌入性,但伦敦希尔顿被认为是一家典型的美国酒店。对希尔顿扩张战略的分析表明,该公司将其异域性作为差异化因素。本文对国际化和知识转移领域有限的商业史研究有所贡献。对希尔顿国际化的历史分析与制度主义关于跨国公司必须适应当地制度环境的假设相矛盾。本文强化了这样一种观念,即玩“异域”游戏可以带来相对的全球优势。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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