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As globalisation shatters international barriers, easing formal restrictions and opening up markets to external players, business environments are being changed profoundly and new market structures begin to form. This trend however brings along both threats and opportunities, thus flexibility and strategic analysis becoming critical to corporate success. With regard to the service industry, while most (over 85%) multinational companies maintain a regional focus, there is significant evidence that an international approach is effective and feasible, for instance, reports on the internationalisation of US multinational hotel companies, noting its success and pointing out that expansion in Asian markets is particularly feasible. Also confirm this by taking into account aspects such as market potential, market risks and geographical distance, as well as other micromanagement factors. Nevertheless, the success of internationalisation is not universal. The management and coordination of international human resources is a critical aspect that underpins success, and is even more important in the hotel industry than in other areas. In light of this, conducting a shift to international HRM brings about particular challenges. First of all, one of the most important aspects is culture. Cultural aspects and differences have profound effects on employee expectations, productivity, satisfaction and ability to work as part of a team

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