أثر التقسيم الإداري في تعظيم الاتصالات التنظيمية والتفاعلات الشخصية: بالتطبيق على فنادق الخمس نجوم The effect of departmentalization in maximizing organizational communications and interpersonal interactions: As applied to five-star hotels

Hammad Ahmed, Mohamed Saeid; Farid, Moataz; Mahmoud, Samy Wageh

doi:10.21608/jaauth.2024.308266.1596

أثر التقسيم الإداري في تعظيم الاتصالات التنظيمية والتفاعلات الشخصية: بالتطبيق على فنادق الخمس نجوم The effect of departmentalization in maximizing organizational communications and interpersonal interactions: As applied to five-star hotels

Document Type : Original Article

Authors

¹ Hotel Management depart. Faculty of Tourism and Hotel Management Suez canal University

² كلية السياحة والفنادق – جامعة قناة السويس

³ Hotels Studies Department, Faculty of Tourism and Hotels, Suez Canal University

10.21608/jaauth.2024.308266.1596

Abstract

In an era characterized by continuous changes and the emergence of globalization and modern technology, knowledge has become essential to remain competitive, as knowledge can be considered a strategic resource for hotels and an intangible asset, and it is considered a potential source of competitive advantage due to its uniqueness and scarcity. However, knowledge becomes worthless if it is acquired, retained, and not shared, and hence knowledge sharing has become an indispensable element in hotels. As such, the research aims to determine the level of knowledge sharing in hotels through organizational communications and personal interactions, and to identify the role of hotels in enhancing knowledge sharing behavior among employees, as well as to determine the relationship between job differentiation, organizational communications and personal interactions, and also to determine the relationship between functional integration Organizational communications and interpersonal interactions. The descriptive method and the analytical method were used. 365 questionnaires were obtained from employees of five-star hotels in Sharm El-Sheikh. The results of the study concluded that the less integrated, less formal, and more decentralized the organizational structure, the level of knowledge sharing will be enhanced. Job differentiation also helps workers learn new skills as a result of continuing to work on daily tasks, which leads to increased knowledge sharing behavior.

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