Service quality and customer satisfaction dominated the period, with SERVQUAL and consumer expectations repeatedly used to compare economy, mid-price, and luxury hotels and to identify drivers of guest satisfaction across international chains. Globalization and international hotel strategy emerged as core patterns, emphasizing environment scanning, cross-border development, market-entry dynamics, and China-facing strategies. Management practice and organizational behavior gained traction through leadership studies, qualitative inquiry, and systems-oriented perspectives, while planning, design, refurbishment, and sustainability framed development trajectories and destination readiness, with performance measurement underpinning productivity and benchmark-driven strategies. Historical Significance: Cross-period breakthroughs included localization effects in hotel markets and the development of hospitality-specific strategic management, underscoring the importance of geographic and market structure factors. The luxury concept shifted toward experiential value and signaling beyond price, influencing service design and branding; the service experience in tourism highlighted emotions and guest encounters and the role of co-creation in service encounters. These insights laid the groundwork for later emphasis on experiential management, global branding, sustainable design, and evidence-based practice in hospitality research.