ADHOCRACY CULTURE AS A DRIVER OF CORPORATE SUCCESS IN RIVERS STATE HOTELS, NIGERIA.

Abstract

The state of a country's hospitality sector regulates the progress of its inhabitants' wellbeing and quality of life. The Nigerian hospitality industry is challenged with matters that result in deprived service delivery. Therefore, this study seeks to ascertain the result of adhocracy culture on the performance of hospitals in Rivers State, Nigeria. The study was focused on resource-based view theory. Together descriptive and explanatory research projects were used. The study targeted 20 hotels in Rivers State, Nigeria. All the hotels were comprised in the study and consequently, it was a census. The unit of observation included 10 departmental heads from each hotel. A total of 200 respondents were anticipated to contribute to the study. Structured questionnaire was used to obtain primary data. Pilot data was used to measure the questionnaire’s reliability. Frequencies, percentages, means, and standard deviation were used in descriptive statistical analysis. Inferential statistics were used to determine how variables were related. It consisted of correlation and regression analysis to assess the relationship between the independent and dependent variable. The findings of the correlation analysis found out that adhocracy culture had a positive and significant relationship with corporate performance (r=0.640, p=0.000). Further, regression output indicated that adhocracy culture had a positive and significant effect on firm performance (β=.719, p=0.000). Therefore, the study concluded that adhocracy culture has a substantial contribution to the performance of hotels. The management of hotels should ensure policies are efficient to fortify the features of adhocracy culture within the corporation. In particular, the management should uphold adaptability and also inspire separate initiatives. The management should more so, increase the corporations’ resources via procurement of new resources.