Impact of Organisational Culture on Service Quality Delivery in Hotels in Abuja, North Central Nigeria: A Mixed-Method Study

This study examines the impact of organisational culture on service quality delivery in hotels in Abuja, North Central Nigeria, filling a gap in literature that has focused predominantly on structural rather than cultural antecedents of hospitality service performance. A mixed-method research design combining a quantitative survey of 280 hotel employees with qualitative case studies of six hotels is adopted. The Competing Values Framework is used to assess organisational culture typologies, and these are mapped against service quality performance scores derived from parallel guest questionnaires. Findings reveal that hotels with a dominant clan culture characterised by teamwork, employee development, and shared purpose deliver significantly higher service quality scores across all SERVQUAL dimensions compared to hotels with predominantly hierarchical or market culture orientations. A significant positive correlation is found between employee-reported culture alignment and manager-rated service consistency. Qualitative case findings reveal that hotels where senior management visibly model service values produce measurably more engaged frontline staff. The study also identifies culture-service quality gaps that emerge during staff turnover periods, suggesting culture transmission processes are fragile. Recommendations include embedding service culture explicitly in onboarding processes, using cultural assessment tools in hotel management appraisals, and developing middle manager culture stewardship programmes. Theoretical contributions to the intersection of organisational culture theory and hospitality service management are also articulated. Keywords: organisational culture, service quality, hotel management, Abuja, employee engagement