The Role of Omotenashi Culture in Service Management: Case Study on Shirahama Gyoen Hotel, Wakayama, Japan

Abstract

The Japanese hospitality industry faces a new challenge as international visitor growth began to plateau entering 2026, shifting hotel competitiveness from visitor volume toward the quality of its service culture. This study analyzes the role of omotenashi culture in service management at Hotel Shirahama Gyoen, Wakayama, examined through its three elements, shitsurai, furumai, and shikake, and its internalization through human resource management practices. A descriptive qualitative approach with an instrumental case study method was employed. Primary data were drawn from the researcher's one-year participant observation during an internship, complemented by semi-structured interviews with five informants: one manager, two regular staff members (one of non-Japanese cultural background), and two hotel guests. Data were analyzed using the interactive model of Miles, Huberman, and Saldana. Findings show that the three elements of omotenashi function as an integrated system: shitsurai is realized through continuous cleanliness and comfort maintenance, furumai is evident in staff willingness to read and anticipate unspoken guest needs, and shikake is reflected in a deliberately calm, understated service flow that defines the hotel's identity. Value internalization occurs through a combination of standardized initial training, on-the-job training, cross-functional rotation, daily feedback, and performance appreciation systems. A supportive, non-judgmental mentoring approach was found to help staff of non-Japanese background internalize omotenashi values deeply. These findings offer concrete implications for developing internship preparation modules at the Department of Business Administration, Politeknik Negeri Manado.