Search results
1 – 2 of 2Ivo Hristov, Matteo Cristofaro, Riccardo Camilli and Luna Leoni
This paper aims to (1) identify the different performance drivers (lead indicators) and outcome measures (lag indicators) investigated in the literature concerning the four…
Abstract
Purpose
This paper aims to (1) identify the different performance drivers (lead indicators) and outcome measures (lag indicators) investigated in the literature concerning the four balanced scorecard (BSC) perspectives in operations management (OM) contexts and (2) understand how performance drivers and outcome measures (and substantiated perspectives) are related.
Design/methodology/approach
We undertake a systematic literature review of the BSC literature in OM journals. From the final sample of 40 articles, performance drivers and outcome measures have been identified, and the relationships amongst them have been synthesised according to the system dynamics approach.
Findings
Findings show (1) the most relevant performance drivers and outcome measures within each BSC perspective, (2) their relationships, (3) how the perspectives are linked through the performance drivers and outcome measures and (4) how the different measures relate systemically. Accordingly, four causal loops amongst identified measures have been built, which – jointly considered – allowed for the creation of a dynamic strategy map for OM.
Originality/value
This study is the first one that provides a comprehensive and holistic view of how the different performance drivers and outcome measures within and between the four BSC perspectives in OM relate systemically, increasing the knowledge and understanding of scholars and practitioners.
Details
Keywords
Melanie Pius Dsouza, Ankitha Shetty, Tantri Keerthi Dinesh and Pooja Damodar
Mindfulness is gaining popularity in the business world as a way to improve mental health and productivity in employees. However, the application of mindfulness for employees in…
Abstract
Purpose
Mindfulness is gaining popularity in the business world as a way to improve mental health and productivity in employees. However, the application of mindfulness for employees in the hospitality sector is still in its nascent stage. This paper aims to synthesize the evidence on the effectiveness of mindfulness practice on employees in this high-pressure service industry.
Design/methodology/approach
This narrative review identifies and integrates insights from journal articles researching mindfulness in the hospitality industry. Synthesis and reflective description of the literature reveal an exigent need for practice, policy-making and future research.
Findings
This review paper describes mindfulness-based interventions used in the literature. It shows how the practice of mindfulness stimulates a culture of well-being and effectiveness at work, consequently having a positive impact on the customer and the organization. It points to the role of mindfulness in helping hospitality employees deal with stress, depression, anxiety, burnout and emotional labor peculiar to this industry, lowering absenteeism levels and turnover intention.
Practical implications
This paper has implications for hospitality managerial practice, human resource (HR) policy development, employees at all levels in the hospitality industry, business coaches/trainers, educationists, students pursuing hospitality management and researchers.
Originality/value
This first review article on mindfulness in the hospitality industry lays the foundation to accentuate the need and benefits of prioritizing mindfulness in this sector. It provides directions for future research, application in HR management in hospitality and designing effective interventions.
Details