Search results

Despite a growing interest in accessible tourism, delivering high-quality tourism experiences to people with disabilities (PwD) remains a major challenge. Beyond a number of acknowledged barriers (e.g. cultural, architectural, relational), the main issue is the lack of coordination amongst the many actors participating in the co-creation of tourism experiences. This paper intends to advance available knowledge on this issue by conceptually suggesting a solution that draws on the concepts of the tourism experience and digital ecosystems.

This paper is developed as a conceptual contribution, drawing also on an illustrative example that considers a tourist with mobility disability as the focal actor.

The results indicate that a digital ecosystem could contribute to making tourism locations more accessible by enabling information sharing and coordination amongst all actors that co-create the tourism experiences. Moreover, the analysis underlines that tourism locations should be designed to be useable by all people, drawing on the principles of the universal design.

This paper describes a path to fostering accessible tourism, drawing on local authorities, particularly municipalities and universities. The suggested solution would benefit from future empirical analyses to assess its strengths and weaknesses.

By drawing on the concept of digital ecosystems, this paper is amongst the first studies to suggest a path to making tourism locations more accessible to all tourists (with or without disabilities) based on technology.

The purpose of this paper is to understand how the resource integration processes that occur within service ecosystems affect both the well-being of the entire ecosystem and the well-being of specific focal actors (i.e. customers) in the ecosystem. Specifically, this paper considered cases in which customers’ well-being results from simultaneous participation in a multiplicity of service ecosystems.

An illustrative example, taken from the tourism context, was used to develop a conceptual framework (of which customers were the focal actors) to evaluate service ecosystem outcomes.

The results showed that the well-being of focal actors (i.e. customers) should be evaluated by considering the outcomes that arise in the interlocking service ecosystems in which the customers simultaneously participate. Further, in relation to these interlocking service ecosystems, high levels of well-being within a single ecosystem did not necessarily cause focal actors to experience high levels of well-being.

To ensure the creation of positive customer experiences, the co-creating actors (e.g. the service providers) must first identify each of the interlocking service ecosystems in which customers simultaneously participate and then establish interactions with other relevant actors.

By considering the complex relationships between the well-being of a service ecosystem as a whole and the well-being of specific focal actors (e.g. customers) in an ecosystem, this study advances knowledge about evaluations on the performance of service ecosystems.

Recent literature on the implications of applying service-dominant (S-D) logic to conceptualise value-creation processes views territory only as an operand resource (a resource upon which an act is performed). This study aims to show that territory is both an operand and operant resource (a resource that acts on other resources) and to examine how this conceptualisation may extend knowledge about co-creation processes between a firm and its territory.

The study develops a conceptual contribution, drawing on previous research and combining managerial thinking with architectural–urban planning thinking, using illustrative examples.

This study shows that the territory actively participates in value co-creation through interactions with other actors (e.g. firms, inhabitants and tourists). The territory is not only an output of human actions but also a process through which its essence and traits emerge over time. It can infinitely inspire firms with ideas, provided they are able to listen to it and recognise its value co-creator nature.

Contrary to the traditional firm location theory, this study highlights that a territory’s attractiveness is related to its potential, active contribution to value co-creation. The study’s arguments provide a contribution to the current debate about territorial servitisation but should be refined through empirical analyses.

The paper provides suggestions on platform-designing methods – supported by technologies – to enable the territory to engage in value co-creation.

While some studies have applied the S-D logic to territories, this study is the first to recognise that the territory has an active role in value co-creation.

The purpose of this paper is to compare principles from the original Toyota Production System (TPS), the Toyota Way 2001 and Kaizen philosophy with principles derived from Japanese Zen Buddhism. The paper would also like to enlarge the debate concerning some lessons learnt from Japanese culture in order to avoid Lean implementation failures.

The original English version of Taiichi Ohno’s book dedicated to the TPS, the Toyota Way 2001 and other relevant papers regarding Kaizen were reviewed and analyzed. The principles that emerged from the review of this literature were then compared with similar philosophical principles from Japanese Soto Zen Buddhism. The literature concerning Zen philosophy was methodically analyzed and categorized using the content analysis.

The results of this research show many theoretical parallelisms as well as lessons for practitioners, in particular referring to principles such as Jidoka, just-in-time, waste identification and elimination, challenge, Kaizen, Genchi Genbutsu, respect for people and teamwork.

Analysis and results are mainly based on the literature that was found, reviewed and categorized, along with the knowledge of authors on Zen philosophy. Results could differ depending on the literature reviewed and categorized.

The results of this research bring food for thought to practitioners in terms of lessons learnt from Japanese culture, Toyota principles and management style in order to avoid Lean implementation failures.

This is one of the first papers which compares Lean-TPS and Kaizen principles with the Zen philosophy to try to learn lessons for succeeding in Lean implementation.

The purpose of this paper is to profile wayfinders into homogeneous sub-groups according to their wayfinding ability, and to investigate the differences between the clusters identified and their evaluations of satisfaction.

This study uses survey data collected in a hospital in the Northern part of Italy. The survey questionnaire assessed the participants’ self-estimation of wayfinding ability in terms of wayfinding competence, wayfinding strategy and wayfinding anxiety, as well as the wayfinder’s satisfaction.

The findings propose that three factors, namely, individual orientation skills, confidence in servicescape elements and anxiety control, contribute to defining wayfinding ability. Based on these factors, cluster analysis reveals three profiles of wayfinders, as follows: the Easy Goings, the Do-it-yourselves and the Insecures. Group differentiation comes from wayfinding ability and customer satisfaction levels.

The results of this study advance the segmentation literature by analyzing different types of wayfinding ability that can lead to different satisfaction levels.

These findings will help service managers improve servicescape design and help them formulate effective targeting strategies.

While previous research outlined the importance of some factors such as gender differences, familiarity with the service environment and cognitive approaches, this study recommends the examination of the profile of visitors to the service setting to allow them to find their way more effectively.

This paper aims to contribute to the debate concerning total quality management (TQM)–Lean strategy in public healthcare by analyzing the deployment path for implementation, the possible benefits that can be achieved and the encountered pitfalls.

Three case studies are drawn from three large Italian hospitals with more than 500 beds each and structured with many departments. The hospitals are located in Tuscany, Italy. These three hospitals have embraced TQM and Lean, starting from strategic objectives and their deployment. At the same time, they have also implemented many TQM–Lean tools. The case studies are based on interviews held with four managers in each of these three public hospitals.

Results from the interviews show that there is a specific deployment path for TQM–Lean implementation. The hospitals have also achieved benefits linked to patient satisfaction and improved organizational performances. Problems related to organizational and cultural issues, such as senior managers’ commitment, staff management, manufacturing culture and tools adaptation, could affect the benefits.

The research has been carried out in just three Italian public hospitals. Hence, similar investigations could be managed in other countries. Researchers could also use a larger sample and investigate these issues by means of quantitative inquiry.

Practitioners could try to apply the deployment path revealed by these case studies in other public and private hospitals.

The results of this research show that there is a specific, new deployment path for implementing TQM–Lean strategy in some public hospitals.

The purpose of this paper is to tackle the grand issue of climate change in a managerial perspective by proposing a new type of management.

Climate change has now been debated for many years, and in spite of different viewpoints, analyses and opinions, is a phenomenon that is accepted by all. There are thousands of studies on the nature of climate change and its consequences on the planet Earth and its inhabitants. However, there are few studies investigating the consequences of climate change on the founding tenets and practices of management. This paper aims to contribute to this facet of the issue. In the first part, it examines the main facts about climate change, their impact on businesses and proposes an adapted model of management for agriculture, industry, services and supply chains. In the second part, it advocates a shift in paradigm from the “maximization of profit” to the “maximization of well-being” as the foundation of a new managerial philosophy that can both address climate change and sustainability.

Companies and managers are in a much better position than politicians and consumers to find a solution to climate change problems for the very reason that they are not stupid in Cipolla's (2011) sense. Companies and managers do have the power to rewrite the rules of the game in order to get to a firm and management metamorphosis. Starting from a return to company ownership by and for the company itself (not just external shareholders), a switch in purpose from profit-seeking to people's well-being, fair remuneration of stakeholders, progress as a measure of success and long-term orientation are suggested as new tenets in management.

Although this paper has several limitations (it may be too wide in scope, utopian, its ideas may sound unachievable and even sometimes naïve in their arguments), its starting point is very clear: the authors, as management scholars, must do something to try and stop the crash of economies and businesses in an ecological disaster. And its logic is very clear and straightforward as well: if people want things to change, then they have to change the foundations of management thinking, both in theory and in practice. The authors do not claim their solution is the only one or the best: avenues for future research aimed at providing better solutions are wide open from this point of view, and the authors genuinely encourage colleagues to continue in this direction and contribute to this work. What matters most, however, is to stop looking for precise answers to “wrong, well-defined, narrow problems” and to start looking for “approximate answers to important problems” (Brown et al., 2005) as the authors tried to do here.

Developing a new management operating model and foundations able to keep companies alive while not compromising mankind survival on planet Earth.

This paper addresses the Tourish (2020) challenge for purposeful research in management by providing some fresh ideas about the way companies and management principles and practices should change to prevent irreversible environmental damages.