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| 1-Local culture | 2-Change | 3-Limitations | 4-Quality and performance | 5-Definitions | 6-Different cultures’ operations and habits | 7-Customers | 8-Performance and standards |
| 1 | Focus on Easy work | Management programs teach employees | On the hotel’s budget for spending on learning | High occupancy leads to low quality | Performance in this manager’s interview is not defined as it is in literature | More dedicated in their work with the same salary | Happy | Performance relation to what the client expects |
| 2 | Laziness | Continuous training to avoid forgetting what is learned | Of employees interest in learning | High occupancy leads to low performance |
| More satisfied with jobs | Complainers | Standards of the hotel advertised |
| 3 | Careless | Motivation | On affording programs’ cost | High quantity vs low quality (inverse) |
| Same salary as locals | Expect the value for what they pay the majority | Semi-international standards |
| 4 | Need to follow up 24 hours | On the job training | Un-wellness of Tourism market |
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| 5 | Do not follow the rules and procedures | Personal relations | Savings vs. quality (inverse) |
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| 6 | No teamwork |
| Wars |
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| 7 | No business-oriented communication between peers |
| Limitations of capital |
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| 8 | Not dedicated to their work |
| Limitations of affordability of losing money |
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| 9 | Do not accept new knowledge |
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| 10 | Concerned only about salary |
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