Local Work Culture and Employee Performance: The Role of Hotel Industry’s Multicultural Conflict Management Mediation in Bali

DOI

10.2991/978-94-6239-809-2_13How to use a DOI?

Keywords

Balinese cultural values; Multicultural conflict management; Workplace diversity; Hospitality sustainability; Human resource management

Abstract

The Balinese hotel industry is characterized by a culturally diverse workforce, making multicultural conflict management a strategic issue in improving employee performance. This research aims to observe the relationship between local work culture and employee performance, with multicultural conflict management serving as a mediating variable in the Balinese hotel industry. This study employed a cross-sectional quantitative design using a survey method involving 283 hotel employees as respondents. Data were explored using Structural Equation Modeling–Partial Least Squares (SEM-PLS) to assess the direct and indirect relationships between the constructs. The outcomes revealed that local work culture had a positive and statistically significant effect on employee performance (β = 0.781, T = 16.030, p < 0.001) and significantly influenced multicultural conflict management (β = 0.763, T = 19.829, p < 0.001). Furthermore, multicultural conflict management had a positive and statistically significant effect on employee performance (β = 0.347, T = 4.194, p < 0.001). The mediation analysis indicated that multicultural conflict management functions as a complementary mediator in the relationship between local work culture and employee performance (β = 0.265, T = 3.905, p < 0.001), indicating that local work culture directly develops employee performance while also strengthening performance through effective multicultural conflict management. Theoretically, this study uses Hofstede’s Cultural Dimensions Theory as an explanatory framework to understand how cultural values shape work behavior in multicultural hotel settings. Essentially, the findings highlight the importance of integrating Balinese local work culture values into multicultural conflict management practices to enhance employee performance and support the sustainability of the hotel industry in Bali.

Copyright

© 2026 The Author(s)

Open Access

Open Access This chapter is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International License (http://creativecommons.org/licenses/by-nc/4.0/), which permits any noncommercial use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license and indicate if changes were made.

Download article (PDF)

TY  - CONF
AU  - I Made Sujanayasa
AU  - Ni Wayan Merry Nirmala Yani
AU  - Ni Nyoman Sri Astuti
AU  - Ni Ketut Bagiastuti
AU  - Putu Tika Virginiya
AU  - I Gusti Agung Mas Krisna Komala Sari
PY  - 2026
DA  - 2026/10/24
TI  - Local Work Culture and Employee Performance: The Role of Hotel Industry’s Multicultural Conflict Management Mediation in Bali
BT  - Proceedings of the International Conference on Sustainable Green Tourism Applied Science - Social Applied Science 2026 (ICoSTAS-SAS 2026)
PB  - Atlantis Press
SP  - 124
EP  - 134
SN  - 2352-5398
UR  - https://doi.org/10.2991/978-94-6239-809-2_13
DO  - 10.2991/978-94-6239-809-2_13
ID  - Sujanayasa2026
ER  -