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This paper aims to explore how artificial intelligence (AI) technologies have redefined the hospitality industry. It develops a theoretical framework to evaluate its…
This paper aims to explore how artificial intelligence (AI) technologies have redefined the hospitality industry. It develops a theoretical framework to evaluate its impact on employee engagement, retention and productivity levels, stemming from its potential implications for service quality and customer satisfaction.
Based on the exploration of relevant literature, role theory and service-profit chain were used to develop – role-service-profit chain.
Role-service-profit chain is an analytical tool which has strong implications for investment and deployment analysis of the new technologies in hospitality and tourism businesses. It proposes how managers can evaluate how the role expectation of technological innovations relate to service quality and customer satisfaction through its impact on employee-related outcomes (such as employee engagement, retention and productivity), and assess the corresponding impact on profitability and growth, in the context of their own unique internal environment and position in the market.
Although an empirical assessment of the hypothesised relationships in the model is required to evaluate and validate it in the hospitality industry, role-service-profit chain presents promising implications for tourism and hospitality practice and future research.
Role-service-profit chain is an analytical tool from which managers can make improvements on talent and talent management practices and adjust expectations and behaviours in ways that facilitate improvements in service quality and customer satisfaction.
This paper makes an important contribution to hospitality and tourism literature, as it explores how AI technologies implemented to improve on talent and talent management practices impact on service quality and customer satisfaction, and develops analytical tools by which this may be evaluated.
This paper aims to develop a theoretical framework to understand the role of leadership and organizational learning in intra-organizational digital business strategizing…
This paper aims to develop a theoretical framework to understand the role of leadership and organizational learning in intra-organizational digital business strategizing, to contribute to our understanding of how digital business strategies emerge.
Based on a theoretical analysis of relevant literature to connect leadership and organizational learning to intra-organizational digital business strategizing, a co-creation model was developed.
The model demonstrates that digital business strategy emerge through the mediating role of leadership and organizational learning processes, facilitated by the moderating effect of contextual factors, which includes; strategic alignment, information technology competence, institutional trust and organizational change readiness.
Two major limitations of this paper that warrant further research are as follows: the paper’s focus on intra-organizational digital business strategizing which excludes collaborative inter-organizational digital business strategizing among network organizations in Industry 4.0; and the need for empirical examination of the model to evaluate and validate it.
This paper offers a framework that will ensure that digital business strategizing maintains a fit between organizational strategy, structure, knowledge, culture, systems and processes that must align together to achieve the desired strategy.
To the best of the authors’ knowledge, this is the first study to explore the extendibility of leadership and organizational learning to digital business strategizing and to propose how digital business strategies emerge.
In a globalized world where emerging markets are more important than ever, there is an increasing pressure on international businesses and governments to work together…
In a globalized world where emerging markets are more important than ever, there is an increasing pressure on international businesses and governments to work together. The set of facilities known as commercial diplomacy combines the interests of both by highlighting new markets and investment opportunities.
In this chapter, we present a literature review based on 56 relevant publications to assess what we currently know of this important activity.
The results indicate that research on commercial diplomacy consists of many subtopics, resulting in a patchy understanding of the topic as a whole.
We discuss why integrative research focusing on the business–government relationship and the organization and the value of commercial diplomacy are needed from an international business perspective.
This chapter aims at setting an agenda for HRIS research from an integrative perspective. This perspective assumes that organization and information systems cannot be…
This chapter aims at setting an agenda for HRIS research from an integrative perspective. This perspective assumes that organization and information systems cannot be separated. By first elaborating on this integrated perspective in terms of a web of causes and consequences of the implementation of IT in organizations, a list of new organizational phenomena is presented. Subsequently, research on HRISs to date is summarized, resulting in the observation that HRIS research needs to be broadened and deepened. In the third section we combine the list of emerging phenomena with how HRISs are being implemented and used in mainly large global companies. We raise a number of critical questions for HRIS research per each emerging phenomena and suggest a number of appropriate research topics.
The field of e-HRM and human resource information systems (HRISs) has developed very rapidly in recent years. More than two decades have passed since the publication of…
The field of e-HRM and human resource information systems (HRISs) has developed very rapidly in recent years. More than two decades have passed since the publication of DeSanctis's (1986) seminal work on HRISs, and the topic continues to command the attention of scholars and practitioners around the world. If anything, interest in this topic has been increasing, as evidenced by citation counts, international academic workshops dedicated to this topic, and a number of special issues of international journals. In line with this trend, and responding to a perceived need to advance our understanding and theoretical grounds in this field, this volume forms a timely contribution.
Commercial diplomacy within the EU is currently a matter for the individual EU member states (MS). This results in different policies and practices. But to what extent do…
Commercial diplomacy within the EU is currently a matter for the individual EU member states (MS). This results in different policies and practices. But to what extent do they really differ? This chapter presents the results of a comparative study on EU MS commercial diplomacy policies and practices. The policy goals and practices of all 27 MS were assessed via document analysis and interviews with commercial diplomats. The findings show considerable differences in terms of the responsible ministry, the policy focus, the network of foreign posts and the work performed at the foreign post. However, countries that entered the EU first seem to have similar commercial diplomacy policy and practices characteristics, as do the countries that entered the EU after 2003. Furthermore, the results of statistical tests show that countries that entered first are similar in size, wealth, share of EU trade, number of embassies inside the EU, number of employees at the foreign post and the activism of the foreign post. These similarities apply as well for the countries that entered the EU after 2003. Overall, this study concludes that home country characteristics (size, culture, government), host country characteristics (institutions, culture, regime) and the relationship between a home country and a host country affect the commercial diplomacy policies and practices.