Search results1 – 10 of 64
This chapter shares work carried out to use the discipline of Informing Science as a lens to carry out an analysis of the discipline of entrepreneurship. Focusing first at…
This chapter shares work carried out to use the discipline of Informing Science as a lens to carry out an analysis of the discipline of entrepreneurship. Focusing first at the level of the entrepreneurship discipline itself, recently advanced frameworks for practice-as-entrepreneurial-learning and for the scholarship of teaching and learning for entrepreneurship (SoTLE) are built upon using Gill’s work on academic informing systems to develop a framework that encourages viewing the entrepreneurship discipline as a system that informs entrepreneurial practice. While this may sound self-evident, we will explore how it implies something quite different from the teaching–research–scholarship paradigm to which most of us are accustomed.
The purpose of this paper is to propose a framework that uses complexity as a means of better understanding the role that case studies can play in the classroom and in building bridges between research and practice.
The paper synthesizes complexity theory and the practical classroom and case writing experiences of the author into a framework.
A narrow view of the impact of case studies severely limits their widespread adoption. Rather than treating a case study as a document of very limited value to an academic career, the author needs to recognize their role in building relationships between research and practice. Through these relationships, opportunities for students and two-way flows of knowledge between academia and practice can be achieved.
The framework developed assumes that domain of study is complex – involving many interacting elements taking place in a context where an objectively “right” or “best” answer is unlikely to be realized. It is less clear that it is applicable to situations where optimal procedures are available and can be taught or learned.
A key implication of the framework is that separating the use of case studies in the classroom (i.e. case facilitation) from the development of case studies in the field (i.e. case writing) can greatly diminish their value.
The proposed framework argues for greater interaction between the academic and practitioner communities.
The paper offers a comprehensive perspective on cases that is rarely expressed. It should be of particular value to faculty and administrators seeking to justify the development and use of case studies.
Purpose: An examination of the uptake and application of Robotic, Artificial Intelligence and Service Automation (RAISA) technologies by the events industry.…
Purpose: An examination of the uptake and application of Robotic, Artificial Intelligence and Service Automation (RAISA) technologies by the events industry.
Design/methodology/approach: Academic and practitioner literature review and analysis pertaining to the relevance of RAISA in events.
Findings: The events industry has tended to rely on automation in staging and event production and the application of RAISA in events has been limited but holds great potential for the future. Whereas, in the hospitality and tourism industries RAISA has been applied across a range of service functions. For example, in such industries, artificial intelligence, machine learning and service robotics technologies have become commonplace. Nonetheless, the same level of adoption of RAISA in events is less evident particularly in front-of-house operation, due largely to the incompatibility with the raison d'être of event attendance – the purposive congregation of people seeking an event experience.
Research limitations/implications: The findings are the views of the authors and are therefore reliant upon existing events management literature on RAISA and their interpretation of this information and its application to the events industry.
Practical implications: RAISA has the capacity to play a crucial technical function in the events industry. However, it needs to be acknowledged that an event is essentially an experiential product which is simultaneously delivered and consumed in a particular setting/venue. RAISA applications and techniques avail event management immense sustainability and growth potential.
Social implications: Events are expressions of human social interactions and activities. Given the recent trend in sports media consumption as a substitute for live event attendance compounded by barriers to event attendance such as heightened terrorism threat and high expense/cost, there is a real risk of degradation of the social significance of the events industry. The prudent uptake of RAISA has the potential to emolliate the barriers to attendance while facilitating effective marketing and industry sustainability.
Originality/value: This chapter provides a new perspective in focusing on the potential applicability of RAISA in event management practice.