Tour guiding, organisational culture and learning: lessons from an entrepreneurial company

Abstract

Abstract This paper examines the impacts of organisational culture on the learning and development of tour guides. Drawing on a case study of a small entrepreneurial tour company, the paper considers the nature of the organisation's culture, the tours it provides, including their narrative contents and the processes of organisational learning and socialisation. The paper suggests that the development of a learning culture within such an organisation may benefit from the provision of appropriate learning opportunities among the guides and facilitators who coordinate guide development. Copyright © 2008 John Wiley and Sons, Ltd.