Index
Sustainable Hospitality Management
ISBN: 978-1-83909-266-4, eISBN: 978-1-83909-265-7
ISSN: 1877-6361
Publication date: 20 November 2020
This content is currently only available as a PDF
Citation
(2020), "Index", Ruël, H. and Lombarts, A. (Ed.) Sustainable Hospitality Management (Advanced Series in Management, Vol. 24), Emerald Publishing Limited, Leeds, pp. 189-193. https://doi.org/10.1108/S1877-636120200000024014
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
INDEX
Accessibility
, 28, 124–126, 130–131
Accommodations
, 12, 15–16, 149
corporate social responsibility (CSR)
, 121
design and operations
, 123
extras
, 19
perceived quality
, 18
quality
, 23
setting
, 19
Acquisitions
, 3–4
Adhocracy culture
, 89
Airbnb
, 5, 36–37, 164
accommodations
, 12, 15–16
business model
, 12
critical discourse analysis (CDA)
, 12
investors
, 16
legislative issues
, 12
profiles
, 16–17, 24
sharing experience
, 19
Amazon
, 36–37
Artiticial Intelligence (AI)
, 159–160, 180
adoption
, 181
benefit
, 181
concept
, 180
hospitality industry
, 181
implementation
, 184
opportunities
, 180
Attraction-selection-attrition (ASA)
, 84
Augmented reality (AR)
, 123
Awareness
, 28, 107, 126–127
Big Data
, 169, 180, 186
#BlackLivesMatter
, 107
Blockchain payment system
, 168–169
Business Processes Management (BPM)
, 7, 145–147
application systems
, 153
company structure
, 149
documented knowledge
, 149
partial outputs
, 149–151
process hierarchization
, 148–149
Capitalism
, 86
Career intentions
, 67, 74, 78
Career planning
, 68
Category economic
, 13
Citizen Science
, 32–33
City Hospitality
, 29–30
atmosphere
, 30
hardware
, 30
key stakeholder
, 30–32
residents
, 30–32
welcoming behaviour
, 30
Clan culture
, 89
Cloud computing
, 123
Collaboration
, 52, 132
Communication
, 28–29
digital methods
, 21
face-to-face (F2F)
, 20
insufficient
, 22
WhatsApp and Skype
, 71
Competitiveness
, 88–89
Complementary fit
, 85
Connectivity
, 19, 23
Continuous quality improvement (CQI)
, 47–48
Cornell Hotel School
, 113
Corona crisis
, 1–2
Corporate social responsibility (CSR)
, 7
activities
, 121
drivers
, 139
implementation
, 142
practices
, 138
CouchSurfing
, 13
CQI. See Continuous quality improvement (CQI)
Critical discourse analysis (CDA)
, 12, 14–15
Cultural values
, 87
Data gathering techniques
, 90–91
Decent work
, 166–167
Demands-abilities fit
, 85, 85
3D food printing
, 159–160
Digital governance structure
, 36–37
Digitalization
, 11
Digital tools
, 168–171
Disability
, 108
cross-departmental workgroup
, 114
educators and curriculum designers
, 114
friendly culture
, 107–108
hearing
, 108
inclusion
, 106
institutional marketing
, 114
institutions
, 114
physical and intelligence
, 108
sight
, 108
students
, 108
Discourse analysis
data collection and analysis
, 16–17
operationalization
, 15–16
social values
, 15–16
Diversity
, 106
Dutch healthcare system
, 46
Dutch hospitality industry
, 64
Economic growth
, 2–3, 166–167
Economic values
, 15
Energy efficiency
, 123
Etourism for development (eT4D)
, 122
Event-driven Process Chain (EPC)
, 148–149
Face-to-face (F2F) communication
, 20
Fast-growing industry
, 3
Flexibility
, 20
Gender equality
, 164
Gig economy
, 11–12, 24–25
Globalization
, 64
Global Sustainable Tourism Council (GSTC)
, 173–174
Greenhouse gas (GHG) emissions
, 138–139
Guest Reservations System (GRS)
, 182–183
Haaglanden Medisch Centrum (HMC) Antoniushove
, 44, 48
Healthcare industry
, 46
Healthcare Research and Quality
, 46
Healthscapes
, 45
Hierarchical organizations
, 88
Hilton
, 3–4, 169–171
Hospitality career intensions
, 74
Hospitality education
, 108
Hospitality higher education programmes
, 109
Hospitality industry
, 4–5, 73, 106
Business Processes Management (BPM). See Business Processes Management (BPM)
characteristics
, 138
digital tools
, 159–160, 168–171
educational sector’s attitude and perception
, 109–110
graduates
, 63–64
management career
, 106
Sustainable Development Goals (SDGs)
, 160–161, 171–174
Hospitality services
institutional ethical comparison
, 133
Izmir
, 133
quality
, 120
Sweden
, 120
Hotel chains
, 169–171
Hotel managers
, 151–157
Hotels’ adoption
, 128–131
Hotelschool The Hague
, 1, 44
Hotel workers
, 84, 90
Human capital
, 106
Human resource management (HRM)
, 7
Human resources
, 84
Hyatt Hotels
, 169–171
Incentives
, 36–37
Inclusion
, 107
disabilities
, 106
social and educational
, 108
Individual processes
, 148
Industry partners
, 79–80
Information and communication technologies (ICTs)
, 122–123
Information and communication technologies for development (ICT4D)
, 122
Information technologies (IT)
, 11
Institutional ethical comparison
, 133
Intercontinental Hotel Group (IHG)
, 181
build and leverage scale
, 182
owner proposition
, 182
portfolio
, 182
revenue delivery
, 182
strengthen loyalty
, 182
International Network of Sustainable Tourism Observatories (INSTO)
, 171
Internet
, 122, 123
Internet of Things (IoT)
, 123, 168–169
Internships
, 66
InZutphen
, 37
Izmir
, 120
hotels awareness level
, 129
Sustainable Development Goals (SDGs)
, 128
tourism and hospitality sector
, 126–127
Key Performance Indicator (KPI)
, 146–147, 155
Knowledge sharing
, 20
Lausanne and Continental European Approach
, 109
Livability
, 33
Location-based services
, 123
Lyft
, 12
Market culture
, 88–89
Marriott International
, 169–171
Meaninglessness
, 86–87
Mergers
, 3–4
#Metoo
, 107
Mobile communication devices (MCDs)
, 123
Mobility utility
, 15
Multinational corporations (MNCs)
, 3–4
Needs-supplies fit
, 85
Organizational alienation
, 89–90
defined
, 86
dimensions of
, 86–87
expressive relations
, 86
industries
, 86
isolation
, 87
meaninglessness
, 86–87
participants’ levels
, 92–94, 96–97, 99–100
powerlessness
, 86
self-estrangement
, 87
Organizational culture
, 84
defined
, 87
elements
, 87–88
Quinn and Cameron’s
, 88–89
types
, 89–90, 92–94
Organizational Culture Assessment Instrument (OCAI)
, 90–91
Overcrowding
, 28
Overview model
, 147
Patient-experience-thinking
, 46
Patient journey
, 46–47
after care
, 49–50
diagnostics and treatment
, 49
discovery/symptoms
, 49
hospitality perspective
, 47–48
visits
, 49
Peer to peer (P2P) platforms
, 123
Perceived quality
, 18
Person-organization fit
, 89–90
attraction-selection-attrition (ASA)
, 84
dimensions of
, 85
organizational attitudes and behaviours
, 84–85
participants’ levels
, 92–95, 98
Placement experiences
educators
, 71
industry
, 71–73
Placement preparation practices
, 74, 76–77
preliminary process
, 74
self-efficacy
, 75–76
strengthening partnerships
, 76
Postplacement interns
, 71–74
Postplacement practices
, 78–79
Powerlessness
, 86
Premier Inn
, 169–171
Preplacement expectations
, 70–71
Process management
, 146–147
ProTur project
, 151
Qualitative online content analysis
, 113
Qualitative research
, 25
Quality education
, 163
Quality of life
, 33
Reception management processes
, 146–147
Resident-driven City Hospitality
, 32
Responsiveness
, 36–37
Revenue Management System (RMS)
, 182–183
Revenue per available room (RevPAR)
, 183
Scandic Hotels
, 120
Self-estrangement
, 87
Semistructured interviews
, 69
Service-dominant logic
, 25
Servicescapes
, 45–46
Shared Decision-Making (SDM)
, 50–51
Sharing economy
, 123
Simulation-based training
business processes
, 153–154
Key Performance Indicator (KPI)
, 155
on-line and off-line mode
, 153
system functionality proposal
, 154–155
Skype
, 71
Smart City
challenges of
, 33–34
Citizen Science
, 32–33
principles
, 32–33
problem definition
, 28–29
urban planning
, 32–33
Smart Community
, 32, 34–35
Smart Community–driven City Hospitality
, 34
businesses
, 38
growth
, 35
implementation
, 35
InZutphen
, 37
scalability
, 38
stakeholders
, 38
Smart Information & Communication Technology (SICT)
, 32
Smart technology
, 28–29
Social comparison messages
, 133
Social Computing Systems
, 36–37
Social consciousness
, 107
Social culture
, 87
Social element
, 36–37
Social interaction
, 36–37
Social values
, 22
Stakeholder governance structure
, 35–36
Strategy-as-Practice (S-as-P)
, 138, 140–141
Supplementary fit
, 85
Sustainable Development Goals (SDGs)
, 7, 119–121, 159–160
affordable and clean energy
, 165–166
carbon
, 160–161
clean water and sanitization
, 164–165
decent work and economic growth
, 166–167
destination protection
, 160–161
environmental management
, 160–161
gender equality
, 164
good health and well-being
, 162–163
hotels’ adoption
, 128–131
human rights
, 160–161
industry
, 167–168
innovation and infrastructure
, 167–168
no poverty
, 161–162
people and communities
, 160–161
policy and framework
, 160–161
quality education
, 163
staff training and awareness
, 160–161
water
, 160–161
youth employment
, 160–161
zero hunger
, 162
Sustainable HRM
, 64–65, 79–80
Sustainable tourism
development goals
, 124–126
technology adoption
, 121–123
SWOT analysis
, 114
Talent shortage
, 64
Technology adoption
, 121–123
Thematic analysis
, 69
#Timeup
, 107
Touchpoint food delivery
, 51
Tourism
, 84, 168–169
hospitality sector, Izmir
, 126–127
Sustainable Development Goals (SDGs)
, 120–121
Tourism expansion
, 2–3
Transaction utility
, 15
Transformative service research (TSR)
, 47
Transportation
, 28–29
Travel & Tourism industry
, 28–29
Triple Bottom Line (TBL)
, 139
TSR. See Transformative service research (TSR)
Uber
, 12
Unexpectedness
, 22
Urban planning
, 32–33
Value cocreation
, 21–23, 125
Value congruence
, 85
Value creation
, 13, 148
manifestation of
, 18–21
Welcoming behaviour
, 30
WhatsApp
, 71
Wikipedia
, 37
World Tourism Organization
, 133
World Travel and Tourism Council (WTTC)
, 1–2
Wyndham
, 3–4
- Prelims
- Introduction
- Section I Hospitality and Experience(s)
- Critical Discourse Analysis of Airbnb Reviews: Exploring Value Co-creation
- Smart Resident–Driven City Hospitality: An Explorative Study About How Smart Principles Can Create Long-term Value for the Communities of the City Centre
- The Hospitable Patient Journey in a Dutch Cancer Clinic
- Section II Talent(s) and Workforces in the Hospitality Sector
- A Qualititaive Exploration of Sustainble Talent Management of Hospitality Interns' Career Intentions based on their Pre-, Post- and Present Practical Placement Experiences
- The Role of Organizational Culture Types on Person-Organization Fit and Organizational Alienation Levels of Hotel Workers
- Making it Happen – A Strategy for Learners with Disabilities: Full Inclusiveness as an Innovation Agent
- Section III Technology and Sustainability
- Conformity of Hospitality Services to SDGs Related to Accessibility and Technology
- Understanding Corporate Responsibility in the Hospitality Industry: A View Based on the Strategy-as-Practices
- Business Process Management Approach in the Hospitality Industry
- Sustainable Development Goals in Hospitality Management
- A Case Study on the Impact of Artificial Intelligence on a Hospitality Company
- Index