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Literature and practice show that the integration of feminine characteristics into leadership in the management of hotel organizations is becoming increasingly important…
Literature and practice show that the integration of feminine characteristics into leadership in the management of hotel organizations is becoming increasingly important. Although some leading hotel chains claim to further this integration by encouraging women to develop their career paths upwards into the higher management ranks, little research has been conducted into this phenomenon. This is why this study seeks to assess and elaborate the current status of attempts to integrate feminine aspects into leadership within the hotel industry. The qualitative study held among hotel managers demonstrates that the terms ‘masculine’ and ‘feminine’ are confusing. Additionally, when feminine and masculine leadership are considered, these terms are not carefully implemented. Hence, there is a strong need for greater in-depth knowledge and effective training to enhance the successful implementation of feminine and masculine leadership in the hotel industry.
This paper aims to examine the concept of participatory governance through membership in the context of the tailor-made legal form for social enterprises in Greece, i.e…
This paper aims to examine the concept of participatory governance through membership in the context of the tailor-made legal form for social enterprises in Greece, i.e. the social cooperative enterprise (Koinsep). As such, the paper aims to contribute to the theoretical discussion regarding the participation of stakeholders in the governance of social enterprises not only as a theoretical construct prescribed by law but also by examining its implementation in practice.
The development of two in-depth case studies demonstrate whether and how the application and implementation of legal requirements regarding governance and membership permit and encourage stakeholders to participate in the decision-making processes of social enterprises. The study accordingly showcases the influence exerted by the legal regime over the social enterprise.
The case studies demonstrate how participatory governance is not realised in a formal manner in the organisational set-up of two social enterprises. It thereby shows how stakeholders and employees participate informally in the decision-making processes of Greek social enterprises, although legislation is conducive to formal means of participation.
This study is part of a larger project involving a comparative research of tailor-made legal forms of social enterprises and corresponding organisations in three jurisdictions, i.e. Greece, Belgium, and the UK. In this study, the research was limited to the legal form of Koinsep.
This paper also contributes to the development of a better understanding of the Koinsep as a new tailor-made legal form for social enterprises in Greece. It therefore, sheds light in its function and its participatory governance structure.
The study is an original attempt to theoretically and practically examine the subject of participatory governance in the Greek social enterprises context.
Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore…
Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore how an open innovation strategy complements the organization's ambidextrous strategy in attaining a competitive advantage. Organizational ambidexterity and dynamic capability theories are also explored to investigate the impact of open innovation on the organization's ambidextrous strategy and competitive advantage – especially inbound and outbound open innovation.
The authors conducted a systematic literature review using Boolean search techniques, which was focused on the research fields of the sub-areas of general management, strategy, innovation, organization studies, information management, entrepreneurship, international business, marketing, and economics, supplemented by the snowball technique.
Organizations that combine their ambidextrous strategy with open innovation attributes achieve a competitive advantage through developing their dynamic capabilities by which organizations change their value proposition. This study also shows that an ambidextrous strategy should no longer be viewed as a structural solution implemented by management, but also as a bottom-up intervention. Additionally, the authors found that the organization's dynamic capabilities establish a feedback loop, which changes the organization's ambidextrous strategy to resolve the efficiency–agility paradox.
Previous research has focused on strategic orientation; however, hardly any research has investigated how the interrelatedness of open innovation, organizational ambidexterity and dynamic capabilities support a competitive advantage. The authors present a conceptual model that inspires new research avenues.
The relationship between work and family has long been the subject of lively debate in the political, public, and academic arena. Employers in the hospitality industry…
The relationship between work and family has long been the subject of lively debate in the political, public, and academic arena. Employers in the hospitality industry should carefully consider the work–family balance of their employees because maintaining a good balance will result in lower costs, lower sick rates, and lower staff turnover. The term “balance” refers to the way in which work interferes with life at home and how home life interferes with work. It includes both the positive and negative effects that work has on the family domain and vice versa. As research on the psychological contract approach to the employment relationship is scarce with regard to work–family interference, it became the subject of this study. The results demonstrate that psychological contract measures, in particular time commitment, can explain work–family conflict, while job content can explain work–family enrichment. In addition, the study revealed that with the appearance of gender as a moderator, different additional factors may play a role in work–family enrichment and work–family conflict. Furthermore, it revealed that family structure is not a predictor for work–family interference. This paper discusses managerial implications and offers recommendations for further research.
As management-level turnover is increasing rapidly, one of the major challenges for the hospitality industry is to retain highly educated and highly skilled employees. As…
As management-level turnover is increasing rapidly, one of the major challenges for the hospitality industry is to retain highly educated and highly skilled employees. As the psychological contract approach to the employment relationship had not been investigated with regard to the hospitality industry, it became the subject of this study. The results demonstrate that psychological contract measures, in particular job content, can explain why there is a substantial amount of variance in intention among highly educated hotel employees with regard to leaving the organization, especially when the mediating role of affective commitment is taken into account. In this paper, managerial implications are discussed, and recommendations for further research are made.
This paper reports on the initial results of a case study on management-level turnover in the hospitality industry and on factors influencing the career decisions of…
This paper reports on the initial results of a case study on management-level turnover in the hospitality industry and on factors influencing the career decisions of highly educated employees to stay or leave the industry. This issue is considered using an interpretative paradigm and the conclusion drawn is that retaining these employees cannot be ensured by HRM policy alone. Both personal and general career factors are important, strongly influenced by social aspects. Furthermore, perceptions (deserved or undeserved) of the actual job, as well as characteristics of the industry, are important when deciding to pursue a career either within or outside the hospitality industry.
The paper discusses how market orientation impacts marketing performance in the hotel industry of Ghana. The research was a qualitative research that covered a sample of…
The paper discusses how market orientation impacts marketing performance in the hotel industry of Ghana. The research was a qualitative research that covered a sample of nineteen19 hotels in Ghana by using a two-stage nonprobability sampling comprising convenience sampling and purposive sampling. Personal interviews were conducted to collect primary and qualitative data from hotel managers of the sampled hotels. Template analysis was used to analyze the data in order to understand how market orientation impacts selected marketing performance indicators. The study has provided insight into how market orientation impacts marketing performance indicators, precisely sales growth, customer complaints, customer satisfaction, and customer retention. The limitations of the study are that it is a cross-sectional study and it involved only officials of the hotels as participants. Also, the study does not explain how customers perceive market orientation practices and how market orientation affects customer buying behavior. Research implications are that longitudinal research design and involvement of customers as participants should be considered in future-related qualitative studies. The contribution of this study to knowledge is that it has given some explanations to how market orientation impacts sales growth, customer complaints, customer satisfaction, and customer retention in the hotel business.
The study examines organization citizenship behavior (OCB) as a mediating variable between instrumental work values (IWVs) and organizational performance; and group…
The study examines organization citizenship behavior (OCB) as a mediating variable between instrumental work values (IWVs) and organizational performance; and group differences between family manager and nonfamily manager for integrated models in family hotels. Data were collected from 189 hotels (n = 921) ranging from budget to three-star family hotels in Ghana using questionnaire administered conveniently. Data were analyzed using structural equation modeling. Work value positively influences OCB and organizational performance of family hotels. OCB mediates the relationship between work values and organizational performance. The study also found significant support for group differences between family and nonfamily firms for IWVs and mediating effect of OCB on the relationship between IWVs and performance.
Turnover of highly educated employees in the hospitality industry is growing rapidly. A predictor of turnover in the hospitality industry recently put forward, but not yet…
Turnover of highly educated employees in the hospitality industry is growing rapidly. A predictor of turnover in the hospitality industry recently put forward, but not yet fully researched, is psychological strain. This chapter investigates the role of psychological strain and organizational support in relation to affective commitment and turnover intentions. The results show that both psychological strain and organizational support were found to be significant predictors of turnover intentions. The effect of organizational support was partly mediated by psychological strain and fully by affective commitment. No significant interaction effects with gender were found. As organizational support is a precursor of both psychological strain and intention to leave and is in the scope of influence of a hospitality company, it could be a starting point for reducing turnover.
This chapter provides an overview of a literature study on knowledge creation in client–consultant interaction. Clients and consultants can interact with each other to…
This chapter provides an overview of a literature study on knowledge creation in client–consultant interaction. Clients and consultants can interact with each other to create knowledge (Kang et al., 2007), and knowledge creation can take place through dialogues (Hautala, 2011; Hennessy et al., 2016; Lorino & Mourey, 2013; MacIntosh et al., 2012; Majchrzak et al., 2012; Nursey-Bray et al., 2010; Quinlan, 2009; Rutten, 2017; Rutten & Boekema, 2012; Sapir et al., 2016; Tsoukas, 2009). But how do these dialogues “work?” In knowledge creation dialogues the following process (Majchrzak et al., 2012) is used: “(1) voicing fragments, (2) co-creating the scaffold, (3) dialoguing around the scaffold, (4) moving the scaffold aside, and (5) sustaining engagement” (p. 958). Interaction and dialogues are impacted by social elements, of which the use of power resources (Heizmann & Olsson, 2015) seems to be an interesting dimension in client–consultant interaction. We suggest doing further exploration to increase our understanding of how knowledge is created in client–consultant interaction.