This article introduces the exploratory-triangulation mixed methods approach to hospitality and tourism research. A specific empirical example of using the exploratory-triangulation design is illustrated. With this approach, hospitality recruiters’ selection criteria for entry-level managerial positions in the college recruiting settings were explored and triangulated with the attributes of hospitality graduating seniors who receive job offers. The advantages and disadvantages of the exploratory-triangulation design are discussed. Considerations are proposed for researchers who plan to adopt the exploratory-triangulation mix methods approach in future studies.
Bureau of Labor Statistics (2010) The employment situation: July 2010. United Department of Labor. Available at: http://www.bls.gov/news.release/pfd/empsit.pdf (accessed 13 August 2010).
5.
ChapmanDSUggerslevKLCarrollSA (2005) Applicant attraction to organizations and job choice: a meta-analytic review of the correlated of recruiting outcomes. Journal of Applied Psychology. 90: 928–944.
6.
CollinsKMTOnwuegbuzieAJJiaoQG (2006) Prevalence of mixed-methods sampling designs in social science research. Evaluation and Research in Education. 19(2): 83–101.
7.
CountrymanCCHortonBW(2006) Qualities and characteristics club managers look for in entry level supervisors. In: BarrowsCWHingN (eds) Club Management Issues in Australia and North America. Binghamton, NY: The Haworth Hospitality Press. 47–62.
8.
CreswellJW (2003) Research Design: Qualitative, Quantitative, and Mixed Methods Approaches, 2nd ed. Thousand Oaks, CA: SAGE Publication.
CreswellJWHansonWEClarkVP (2007) Qualitative research designs: selection and implementation. The Counseling Psychologist. 35: 236–264.
11.
DaviesB (2003) The role of quantitative and qualitative research in industrial studies of tourism. International Journal of Tourism Research. 5: 97–111.
12.
DownwardPMearmanA (2004) On tourism and hospitality management research: a critical realist proposal. Tourism and Hospitality Planning & Development. 1: 107–122.
13.
EmenheiserDAClayJMPalakurthiR (1998) Profiles of successful restaurant managers for recruitment and selection in the U.S. International Journal of Contemporary Hospitality Management. 10: 54–62.
14.
GravesNS (1996) Personality traits of successful managers as perceived by food and beverage human resource executives and recruiters. Hospitality Research Journal. 20(2): 95–112.
15.
HarrisKJKwansaFALattucaFPJr (2006) Recruiter opinion of hospitality programs: An assessment of selected programs. Journal of Human Resources in Hospitality & Tourism. 5(1): 17–33.
16.
HausknechtJPDayDVThomasSC (2004) Applicant reactions to selection procedures: an updated model and meta-analysis. Personnel Psychology. 57: 639–683.
17.
HendersonKA (2011) Post-positivism and the pragmatics of leisure research. Leisure Sciences. 33: 341–346.
18.
HigginsCAJudgeTA (2004) The effect of applicant influence tactics on recruiter perceptions of fit and hiring recommendations: a field study. Journal of Applied Psychology. 89: 622–632.
19.
JohnsonRBOnwuegbuzieAJTurnerLA (2007) Toward a definition of mixed methods research. Journal of Mixed Methods Research. 1: 112–133.
20.
KleinKLZedeckS (2004) Introduction to the special section on theoretical models and conceptual analyses – Theory in applied psychology: lessons (re)learned. Journal of Applied Psychology. 89: 931–933.
21.
KwokLAdamsCRPriceM (2011) Factors influencing hospitality recruiters’ hiring decisions in college recruiting. Journal of Human Resources in Hospitality & Tourism. 10(4): 372–399.
22.
KwokLAdamsCRFengD (2012) A comparison of graduating seniors who receive job offers and those who do not according to hospitality recruiters’ selection criteria. International Journal of Hospitality Management. 31(2): 500–510.
23.
MasonPAugustynMSeakhoa-KingA (2010) Exploratory study in tourism: designing an initial, qualitative phase of sequenced, mixed methods research. International Journal of Tourism Research. 12: 432–448.
24.
McFarlandLARyanAMKriskaSD (2002) Field study investigation of applicant use of influence tactics in a selection interview. Journal of Psychology. 136: 383–398.
25.
McKinneyAPCarlsonKDMechamRLIII (2003) Recruiters’ use of GPA in initial screening decisions: higher GPAs don’t always make the cut. Personnel Psychology. 56: 823–845.
26.
MehmetogluM (2004) Quantitative or qualitative? A content analysis of Nordic research in tourism and hospitality. Scandinavian Journal of Hospitality and Tourism. 4: 176–190.
27.
OnwueguzieAJLeechNJ (2004) Enhancing the interpretations of “significant” findings: the role of mixed methods research. The Qualitative Report. 9: 770–792.
28.
PagerDQuillianL (2005) Walking and talk? What employers say versus what they do. American Sociological Review. 70: 355–380.
29.
PansiriJ (2006) Doing tourism research using the pragmatism paradigm: an empirical example. Tourism and Hospitality Planning & Development. 3: 223–240.
30.
PunchKF (1998) Introduction to Social Research: Quantitative and Qualitative Approaches. Thousand Oak, CA: SAGE Publication.
RyanAMPloyhartRE (2000) Applicants’ perceptions of selection procedures and decisions: A critical review and agenda for the future. Journal of Management. 20: 565–606.
33.
TeddlieCYuF (2007) Mixed methods sampling: a typology with examples. Journal of Mixed Methods Research. 1: 77–100.
34.
TepeciMBartlettAB (2002) The hospitality industry culture profile: a measure of individual values, organizational culture, and person-organization fit as predictors of job satisfaction and behavioral intentions. International Journal of Hospitality Management. 21: 151–170.
35.
TesoneDVRicciP (2006) Toward a definition of entry-level job competencies: Hospitality manager perspectives. International Journal of Hospitality & Tourism Administration. 7(4): 65–80.
36.
Van de VenAHJohnsonPE (2006) Knowledge for theory and practice. Academy of Management Review. 31: 802–821.
37.
WalleAH (1997) Quantitative versus qualitative tourism research. Annals of Tourism Research. 24: 524–536.
38.
WithiamG (1997) Hospitality program rankings revisited. Cornell Hotel and Restaurant Administration Quarterly. 38(4): 13–13.
39.
WrightPMBoswellWR (2002) Desegregating HRM: a review and synthesis of micro and macro human resource management research. Journal of Management. 28: 247–276.
