Search results

Purpose: The purpose of this chapter is to identify innovative talent management strategies, programmes, and practices that hospitality companies use in order to identify, develop, and retain their talent. For this purpose, awardees of the Hospitality HR Award were analysed. The award is an established prize in the German-speaking area. General success factors for innovative talent management are identified and the results are compared to international research of talent management in hospitality organisations.

Methodology: The chapter uses a qualitative content analysis approach. All award winners of the Hospitality HR Award since its launch in 2013 (N=60) are analysed.

Findings: The award winners followed different talent management strategies (e.g. cultural and leadership development), programmes (e.g. apprenticeship development programmes), and practices (e.g. fast and digital recruiting processes). Reported outcomes ranged from higher job satisfaction and lower staff turnover to a better work–life balance. General success factors included, among others, the importance of alignment of owners’ and managers’ interests and an integrated view on talent management.

Practical implications: Many talent management strategies, programmes, and practices are specified that may inspire hospitality organisations to employ more innovative approaches to talent management.

Originality: This chapter provides systematic qualitative evidence for and adds to the limited body of knowledge on innovative talent management strategies, programmes, and practices of hospitality companies. Furthermore, the chapter considers both strategic and operational views on talent management.

The purpose of this paper is to analyze how firms can enhance their innovative capabilities and become more resilient. The current business environment requires a specific type of management for companies to remain competitive and innovation plays a key role in this respect. However, this means that a particular kind of corporate culture must promote innovation in the firm. This innovation culture is likely to be present in innovative companies that have survived in the long term (at least 50 years) and be the source of an adaptive advantage.

Using innovative Spanish firms, which were established at least 50 years ago, an exploratory factorial analysis was conducted to verify the existence of an innovation culture. Thereafter, a cluster analysis was undertaken to study differences in performance to be able to detect and identify their adaptive advantage.

The findings offer a detailed profile of old and innovative firms created in Spain. Results show that most of the studied firms (88 per cent) have an innovation culture. Furthermore, two separate groups were identified, in which one showed higher profitability and a lower adjustment to an innovation culture, while the other showed the reverse results. This suggests that innovation culture helps companies be more resilient but does not necessarily lead to higher returns.

Corporate culture is identified as a useful management tool in the search for more resilient enterprises. Specific cultural traits are recommended and a benchmarking tool is applied and made available upon request.

Although there are a number of studies which consider the concept of adaptive advantage and resilience on the one side, and on corporate innovation culture on the other, this paper seems to be the first to empirically explore the relationship of both these concepts.

Practitioners and researchers agree on the importance of mentors, even though the spontaneous creation of mentors and protégés is little understood. The mentor‐protégé creation process is addressed, and the individual and organisational benefits, and the role of protégés in the relationship, are discussed. Also discussed is the need for mentoring and mentors, explaining how informal, even chance encounters, can grow into strong relationships that benefit both parties and their organisation. Special emphasis is given to the protégé′s role and likely road‐blocks to the formation of these important relationships.

This chapter investigates how integrated reporting (IR) can contribute to a better corporate social responsibility (CSR) implementation through diffusion and adoption of CSR practices and actually applying the CSR discourse. Based on innovation diffusion theory, we intend to analyse the diffusion and adoption of CSR on the grounds of IR. The purpose of this study is to demonstrate that IR does indeed represent a mean of reducing the gaps between CSR discourse and its implementation. In order to select the most relevant papers in the area of CSR and IR, we applied the method of positive research. Therefore, the review of literature was made by analysing various theoretical and empirical studies. Setting the main coordinates for CSR and IR through theoretical background, we continue with an empirical analysis on 23 companies that voluntarily publish integrated reports. We intend to demonstrate that IR encourages a diffusion of CSR practices, as companies become more interested in their CSR behaviour.

The 2008/2009 World Financial Crisis underlined the importance of social responsibility for the sustainable functioning of economic markets. Heralding an age of novel heterodox economic thinking, the call for integrating social facets into mainstream economic models has reached unprecedented momentum. Financial Social Responsibility bridges the finance world with society in socially conscientious investments. Socially Responsible Investment (SRI) integrates corporate social responsibility in investment choices. In the aftermath of the 2008/2009 World Financial Crisis, SRI is an idea whose time has come. Socially conscientious asset allocation styles add to expected yield and volatility of securities social, environmental, and institutional considerations. In screenings, shareholder advocacy, community investing, social venture capital funding and political divestiture, socially conscientious investors hone their interest to align financial profit maximization strategies with social concerns. In a long history of classic finance theory having blacked out moral and ethical considerations of investment decision making, our knowledge of socio-economic motives for SRI is limited. Apart from economic profitability calculus and strategic leadership advantages, this paper sheds light on socio-psychological motives underlying SRI. Altruism, need for innovation and entrepreneurial zest alongside utility derived from social status enhancement prospects and transparency may steer investors’ social conscientiousness. Self-enhancement and social expression of future-oriented SRI options may supplement profit maximization goals. Theoretically introducing potential SRI motives serves as a first step toward an empirical validation of Financial Social Responsibility to improve the interplay of financial markets and the real economy. The pursuit of crisis-robust and sustainable financial markets through strengthened Financial Social Responsibility targets at creating lasting societal value for this generation and the following.

The purpose of this paper is to explore and identify the areas in common between strategic quality management (SQM) and corporate social responsibility (CSR) from the literature. Studying these areas is important to develop any further connection between SQM and CSR because of both the potential for benefit to organisations and society, and in order to minimise resources needed for effective action by capitalising on synergies.

Literature review covering a broad range of publications that addresses the synergies of quality management and CSR to identify areas of commonality and thus simplify CSR implementation.

Identification of opportunities for knowledge transfer between SQM and CSR.

Synergies between SQM and CSR may offer attractive opportunities to capitalise on prior actions and learning, to enhance the value added to an organisation and the society in which it operates.

This evaluation is a part of a more in-depth research study investigating the relationship between and integration of SQM and CSR, and its application in specific contexts.