ORGANIZATIONAL LEARNING AND KNOWLEDGE IN THE HOSPITALITY INDUSTRY: A CASE STUDY OF MARRIOTT INTERNATIONAL
ORGANIZATIONAL LEARNING AND KNOWLEDGE IN THE HOSPITALITY INDUSTRY: A CASE STUDY OF MARRIOTT INTERNATIONAL

Summary/Abstract: This paper explores how organizational learning and knowledge management drive competitive advantage in the hospitality industry, using Marriott International as a case study. The focus is on Marriott’s training culture, organizational structure, and mechanisms for knowledge transfer that sustain growth and service excellence. A qualitative case study approach was adopted, with Marriott chosen for its global scale and reputation. Data were drawn from secondary sources, including corporate reports, academic literature, and industry analyses. The interpretive method was applied to synthesize findings, ensuring validity through triangulation of multiple sources. The analysis revealed that Marriott embeds learning across all organizational levels. Initiatives such as new hire orientation, daily training for hourly staff, and advanced management development foster continuous skill-building. The company’s structure, which combines centralized standards with localized adaptation, facilitates knowledge transfer, innovation, and responsiveness. Key practices include designing training that respects time constraints, equipping employees with foundational skills, leveraging digital tools, and valuing diverse sources of knowledge. The findings demonstrate that organizational learning is not a supportive function but a strategic asset. By embedding training and feedback loops into its operations, Marriott cultivates a culture of inclusivity, adaptability, and innovation. This model explains the company’s consistent recognition as one of the best workplaces and underscores the role of knowledge in sustaining global competitiveness. The study also situates Marriott’s practices within broader theories of organizational change and learning. It shows how tacit and explicit knowledge interact through processes of externalization, combination, and internalization, creating a dynamic cycle of continuous improvement. Marriott’s ability to convert knowledge into practice illustrates how learning becomes a driver of transformation. Continuous investment in employee development is recommended as a pathway to long-term growth, resilience, and service quality in the hospitality industry. This case study contributes to the literature by linking theory with practice, demonstrating how organizational learning translates into competitive advantage. It emphasizes that knowledge is not static but evolves through interaction, reflection, and application. Marriott International exemplifies how a global hospitality leader can embed learning into its culture, ensuring sustainable success in a rapidly changing environment. Future research should compare Marriott’s practices with other global hotel chains to identify industry-wide best practices. Additionally, exploring the role of digital learning platforms and AI-driven tools could provide insights into how technology further enhances organizational learning

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