Search results

Inevitably, there is no free-mistakes organization. The hotel industry can be considered a dynamic and labor-intensive sector where mistakes can occur frequently. Therefore, learning from failure or mistakes is considered a crucial component of learning in the workplace. This study aims to explore leaders' behaviors that can encourage employees to engage in learning from failure endeavors.

This is a qualitative study where five semi-structured interviews were undertaken with heads of departments in four-and five-star hotels in Manchester, the UK. Thematic analysis was performed to analyze the collected data.

The results revealed that three leader behaviors were suggested to encourage employee learning from failure in hotels, namely: being open and accessible to employees, encouraging them to speak up and share their experiences, particularly their mistakes, and giving them constructive feedback instead of criticisms. These behaviors were found to be related to a construct in past studies called leader inclusiveness.

This is an exploratory study that tries to enhance the understanding of what encourages learning from failure at work, particularly in the hotel industry where this has received little attention.

Covid-19 pandemic is perceived as one of the great disasters in history. It forced countries to impose travel restrictions and lockdowns, and it negatively influenced hotels’ performance. Therefore, this article aims to provide explanations of how hotels can survive, recover and succeed in the post-pandemic period. This article focuses on the role of employee voice, knowledge sharing, and employee innovation in promoting service recovery performance.

This is a conceptual paper that focuses on discussing the relationships between employee voice, knowledge sharing, employee innovation, and service recovery performance.

The study suggests that employee voice is a vital element that can enhance knowledge sharing at hotels. Furthermore, knowledge sharing is proposed to encourage employees to engage in innovative behavior, which, in turn, can promote service recovery performance.

The study provides a framework that explains a mechanism of how hotels can accelerate recovery efforts from Covid-19 repercussions by shedding light on the important role of employee voice, knowledge sharing, and employee innovation.