Sustainable Hospitality Management: Volume 24

Cover of Sustainable Hospitality Management

Designing Meaningful Encounters With Talent and Technology


Table of contents

(14 chapters)


Pages i-xvii
Content available

Section I Hospitality and Experience(s)


This chapter aims to find out perceived value creation while engaging with the Airbnb business. Whilst values have been found leading to participation, values resulting from actual participation are yet to be explored. By taking the approach of service-dominant logic and cocreation, topped with the discourse analysis of the written accounts of Airbnb guests, this study has discovered several values that result from cocreation during participation in Airbnb business models. Several avenues for the continuation of this study are suggested to build upon the acquired knowledge from this exploratory research.


The purpose of this concept chapter is to discover the connection between City Hospitality and smart technologies in today's cities in to understand how technology-driven solutions can elevate the level of hospitality experienced in city centres. The goal of City Hospitality is to create livability and lovability for the city's stakeholders – comprising residents, visitors and businesses – by finding synergies between their needs and the city's offering. However, we see that the excessive growth of travel and tourism has taken a toll on the livability of cities such as Barcelona, Venice and Amsterdam, where there are repeated cases of resident dissatisfaction and government interventions triggered by overcrowdedness. Can the currently conflicting needs of the stakeholders be realigned through the merge of Smart City and City Hospitality?

The research identifies residents as an indispensable stakeholder in City Hospitality due to their familiarity with the day-to-day mechanics of the city, leading needs and welcoming behaviour, all of which can create a long-term impact on the hospitality experience perceived by all stakeholders. Research further shows that residents are pivotal to the concept of Smart Communitydriven – City Hospitality achieved by a network of empowered residents who participate in, and benefit from the travel and tourism industry through implementing information communication systems. The exemplary case of the mobile application InZutphena is disscussed to underpin and substantiate the concept of Smart Community–driven City Hospitality.


This chapter seeks to investigate the journey of breast and bowel cancer patients at the HMC Antoniushove. It zooms in on specific touch points and the possibilities for improvements. Furthermore, it elucidates the learning process and more particular the dissemination between the hospital (staff and medical students) and hospitality students and professionals and emphasizes that looking from different perspectives and various disciplines is beneficial for all the stakeholders involved in hospitals.

Diseases are increasingly chronic; patients are more demanding and competition between different hospitals is increasing. That is why, in addition to excellent medical treatment, excellent service (referred to here as hospitality) is becoming increasingly important in the healthcare sector, including in hospitals. What does it have to meet? What do patients appreciate, what needs to be improved and how can these improvements be designed and implemented with the involvement of both patients and hospital staff?

Medical and hospitality students collaborated in this project analysing and describing the journey of patients with breast and bowel cancer. They examined the patient journey and elucidated the touch points, which patients indicated as critical during their ‘journey’.

Most important finding resulted from the learning process of this collaboration and the insight gained, a greater awareness and understanding of the non-medical needs and wishes, i.e. hospitality, of patients. Furthermore, the mutual understanding between the evidence-based stance of thinking of medical students and hospital staff at the one side and the more on soft skills–focused attitude of hospitality students on the other hand increased.

Section II Talent(s) and Workforces in the Hospitality Sector


Notwithstanding the emergence of hospitality education around the world, the hospitality industry itself has struggled to establish a talent pipeline of young ambitious managers. Typically, only 30% of hospitality students are predicted to develop their careers within the hospitality industry, while the remainder will relocate to other industries such as retail, banking and consulting. Although this manifestation has been globally documented, most studies have simply adopted a quantitative approach in defining this phenomenon; hence, despite its scale being appreciated, less attention has been paid to defining the underlying causes which drive this concern. This study contributes to this issue by interviewing 18 students at three key stages of their practical placements, namely, pre-, during and post their placement, drawing on the ‘Principles of a Sustainable HRM ROC framework’. This chapter concludes with significant findings from which some recommendations have been formulated.


Human resources are of great importance to provide competitive advantage in tourism, which is a labour-intensive industry. It is seen that the level of organizational commitment of the individuals who have similar values with the organization they work for and who can fulfil the roles and duties they undertake and who can meet all their needs in return increases. Their level of alienation is also observed to decrease. Population of the study, which purposes to reveal whether organizational culture has any impact on the employees' perception of person-organization fit and their level of organizational alienation or not, constitutes 4- and 5-star hotels in service in the central district of Izmir province. According to the results, it was seen that hotel businesses had two types of organizational culture such as hierarchy and clan culture. In the hotels with clan culture, demands-abilities fit levels of the worker were higher than value-congruence and needs-supplies dimensions. It was seen that workers alienated on meaninglessness dimension mostly. Similarly, in the hotels with hierarchy culture, demands-abilities fit levels of the worker were higher than value-congruence and needs-supplies dimensions. Workers alienated from their organization on meaninglessness dimension mostly.


As the hospitality industry continues to grow globally, the development of highly skilled and educated human capital is a major industry challenge.

The WHO/World Bank states that 15% of the world's population lives with some form of disability, yet this degree of diversity cannot be found within the management levels of the hospitality industry. In order to obtain this, diversity should also be found within the student cohorts of hospitality educational institutions.

This chapter seeks to examine how the hospitality educational sector policies and practices contribute towards the full inclusiveness of students with disabilities and by association towards the diversity found within the higher levels of management within the hospitality industry.

The findings suggest that implicitly students with disabilities are being discouraged from enrolling upon and successfully completing a degree in hospitality management, a growing necessity for a management career within the hospitality industry. Therefore, a shift of perspective is required to see disability not as a personal health condition of individuals. However, the hospitality educational sector should seek to embrace more innovation, with the adoption of technology that seeks to create access and meaningful encounters with student from all sectors of the society; in addition, the sector can help overcome the often negative societal attitudes and perceptions displayed towards people with disabilities. This can be achieved by integrating positive images of students with disabilities and clear and transparent policy statements in public facing material, which is often used as marketing and promotional material for institutions. In this way, the hospitality educational sector would be seen to be taking positive steps in preparing talent drawn from all section of society and can be regarded as an active agent in the achievement of UN Sustainable Development Goal 4 with a goal of full inclusiveness within the hospitality higher educational sector.

Section III Technology and Sustainability


Application of technology and meeting accessibility requirements of guests are two essential areas to consider and improve in order to facilitate, ameliorate and accelerate the management of hospitality services furnished by hotels. These two trends carry great importance for competitivity of hotels' services and sustainability of tourism industry. They are two distinguishing characteristics that build a positive perception of hotels' image among its rivals.

This chapter aims to reflect the current level of conformance of the hotels' services to the Sustainable Development Goals (SDGs) for tourism, specifically, SDG 11 related to accessibility and SDGs 9, 12 and 13 related to technology. A qualitative research is conducted to find out the commitment and awareness levels of the hotel staff at managerial positions to the accessibility and technology requirements in line with the mentioned SDGs. The representatives of city centre hotels of İzmir, Turkey with three, four and five stars and boutique hotels categories are chosen as the target population. The results obtained via content analysis signal that the extent of conformity of hotels to technology and accessibility requirements in line with the adoption of the related SDGs depend on the creation of practical solutions on the educational, legal and managerial perspectives. The chapter contributes to academic literature in tourism management and brings suggestions for tourism practitioners to adapt and improve their services to meet the standards and requirements of SDGs related to accessibility and adoption of technology in hospitality services.


In this chapter, we explore the theory of Strategy-as-Practices (S-as-P) (Jarzabkowski & Spee, 2009; Satyro, Sacomano, Contador, Almeida, & Giannetti, 2017), by looking into praxis, practices and practitioners, for better understanding how sustainability can be seen as part of the competitive advantage achieved by an integrated business strategy.

The United Nations has formulated the importance of the Sustainable Development Goals. Within the tourism and hospitality industry, although governmental organizations continue to play an important role for these initiatives, increasing number of industrial stakeholders are contributing by having sustainable oriented goals integrated in their business strategy. Traditionally, companies incorporate Corporate Social Responsibility programmes into their business strategy (Frynas & Yamahaki, 2016). However, these corporate responsibility programmes have not always been integrated as part of their strategic development. Moreover, due to the absence of the clear strategic sustainable goals, these corporate responsible practices lead to unclear integration of stakeholders' roles and their impacts to the industry.

Several theoretical approaches are possible to analyses the behaviour of practitioners leads to sustainable practices (Satyro et al., 2017). With this chapter, we show how S-as-P theory can be used in analyzing the implementation of corporate responsibility within business strategies the hospitality industry.


This chapter deals with the specific principles and issues of the modelling and simulation of hospitality processes. The methodology of hospitality processes modelling is described, and the set of modelled business processes is presented. This chapter shows the selected opportunities and threats of Business Processes Management approach in the hospitality industry. The second part of this chapter is focussed on the business processes simulation as the method of hospitality managers training. The basic proposal of the hotel business processes simulator is presented. The simulated processes structure–monitored KPIs and the simulator functionality are shown as the part of the hotel simulator design to be discussed before the implementation phase of the project.


Efforts to contribute to the Sustainable Development Goals are increasingly part of tourism business planning, forming part of their business policies, linking with society and generating a sustainable hotel offer. The great impact it causes and, which in the short term it will achieve, digital tools in hotel activities can be evidenced. It will also help to collect the information that serves for the certifications of hotel companies. In spite of all the efforts, there is still a great knowledge gap that needs to be filled to achieve the expected business results and that it can be evidenced that the hospitality industry is now more than ever focussed on the care of its workers and on contributing to the sustainability of the world.


As the most disruptive technologies, Artificial Intelligence (AI) has been considered as a reliable tool in processing data to enhance business performance. Along with the increasing amount of data generated through online activities by customers, various hospitality companies have been investing in AI-powered solutions to be able to have better understanding about their customers and provide the relevant service to them accordingly. Despite knowing the impact on the customer service orientation, little is known about the impact of AI on the business process of a hospitality company. This paper explores the impact of the adoption of the AI on the business process of a hospitality company to have a better understanding of the extent of particular part of the business process that would benefit from the adoption of AI. It is apparent that Revenue Management and Marketing are the parts of business process within the hospitality industry that would have more positive impact on the adoption of AI. While AI-based marketing would be able to identify and target effectively high-value consumers, revenue management would be able to determine the right pricing strategy in real time due to the vast amount of available data and subsequently would have positive impact on the financial performance of the hospitality company.


Pages 189-193
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Cover of Sustainable Hospitality Management
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Book series
Advanced Series in Management
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Emerald Publishing Limited
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