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1 – 3 of 3Konstantinos Solakis, Vicky Katsoni, Ali B. Mahmoud and Nicholas Grigoriou
This is a general review study aiming to specify the key customer-based factors and technologies that influence the value co-creation (VCC) process through artificial intelligence…
Abstract
Purpose
This is a general review study aiming to specify the key customer-based factors and technologies that influence the value co-creation (VCC) process through artificial intelligence (AI) and automation in the hospitality and tourism industry.
Design/methodology/approach
The study uses a theory-based general literature review approach to explore key customer-based factors and technologies influencing VCC in the tourism industry. By reviewing the relevant literature, the authors conclude a theoretical framework postulating the determinants of VCC in the AI-driven tourism industry.
Findings
This paper identifies customers' perceptions, attitudes, trust, social influence, hedonic motivations, anthropomorphism and prior experience as customer-based factors to VCC through the use of AI. Service robots, AI-enabled self-service kiosks, chatbots, metaversal tourism and new reality, machine learning (ML) and natural language processing (NLP) are technologies that influence VCC.
Research limitations/implications
The results of this research inform a theoretical framework articulating the human and AI elements for future research set to expand the models predicting VCC in the tourism industry.
Originality/value
Few studies have examined consumer-related factors that influence their participation in the VCC process through automation and AI.
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Sidsel Lond Grosen and Kasper Edwards
The aim of this paper is to explore how the involvement of workplace teams in experimenting with changes in their work practices through short, time-boxed, experiments (STBEs) can…
Abstract
Purpose
The aim of this paper is to explore how the involvement of workplace teams in experimenting with changes in their work practices through short, time-boxed, experiments (STBEs) can support organizational learning. It is explored how staffs’ experiences with experimental practices give rise to shared knowledge and how this is supported by the design of the STBE-procedure. Also explored is how the STBEs support knowledge retainment.
Design/methodology/approach
The study builds on the authors’ participation in a research and development project across seven financial enterprises in Denmark. Qualitative material was developed as part of the experiments. Theoretically emphasizing experience, knowledge creation through dialogue and knowledge retention, the material was analyzed, focusing on participants’ experiences and interactions, as well as on procedures.
Findings
The STBEs occasioned direct experience with new work practices for managers and employees. Supported by the STBE-procedure, these experiences generated new knowledge individually, collectively and on an organizational level. The procedure also created routines that can underpin the retainment of the new practices and knowledge related to incorporating it in the organization.
Research limitations/implications
The study implicates experience with changes in work practices to be understood as predominantly mindful in opposition to simple, even when the changes appear to be simple.
Practical implications
The STBEs are applicable when working with organizational learning related to new work practices. Procedures supporting dialogue and mindful processes appear to be advantageous in relation to learning from experiments.
Originality/value
Based on an original research and development project and unique qualitative material, the study adds to discussions on how to best conduct and learn from experiments in organizations.
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Henrik Saabye, Daryl John Powell and Paul Coughlan
Being acquainted with both lean and action learning in theory and in practice, this study finds that the theoretical complementarity of these two research streams has…
Abstract
Purpose
Being acquainted with both lean and action learning in theory and in practice, this study finds that the theoretical complementarity of these two research streams has traditionally been underexploited. In this conceptual paper, this study aims to advance the theoretical understanding of lean by exploring the complementarity of lean thinking and action learning leading to a proposed integrated theory of these two research streams. Target audience is the operations management research community.
Design/methodology/approach
By deliberately adopting a process of theorising, this paper explores, reflects upon and combines individual experiences of researching, teaching and engaging in lean and action learning as operations management scholars.
Findings
Having taken a gemba walk through the literature and practices of lean and action learning, this study views and notices a systematic and complementary relationship between the two domains. The overlapping theoretical and practical complementarities of lean and action learning suggest that these two research streams are ripe for synthesis into an integrated theory. This finding provides an opportunity to (1) progress towards an integrative design of interventions leading to more sustainable lean system adoptions and (2) add new depth to our theoretical explanation of the success and failures of lean system adoptions.
Originality/value
This paper contributes an original integrated theory perspective on lean and action learning.
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