Competition or collaboration for human–robot relationship: a critical reflection on future cobotics in hospitality

Purpose Drawing from moral exclusion theory, this study aims to examine a moderated mediation model for the relationship between perceived overqualification (POQ) and knowledge-hiding behavior directly and via perceived dissimilarity. Design/methodology/approach Using the convenience-sampling technique, time-lagged (three waves) data were gathered from 595 employees working in different hotels and event management firms. Hayes’ PROCESS macro was used to test the moderated mediation model. Findings Results showed that perceived dissimilarity among coworkers mediated the result of POQ on knowledge-hiding behavior. In addition, interpersonal disliking moderated the indirect effect in a way that this effect was strong when interpersonal liking was low. Practical implications Findings suggest that organizations should make the overqualified realize that they can also learn from their coworkers whom they perceive as less qualified. In this, the feelings of dissimilarity and disliking can be minimized that in turn may decrease the intention to hide knowledge. Originality/value The present study offers a new perspective for identifying the nexus between POQ and knowledge-hiding behavior by drawing upon moral exclusion theory and examining the mediating role of perceived deep-level dissimilarity.

Section: Introductionmentioning

confidence: 99%

Moral exclusion in hospitality: testing a moderated mediation model of the relationship between perceived overqualification and knowledge-hiding behavior

Shafique

Kalyar²,

Ahmad³

et al. 2022

“…Individual factors include multiple psychological traits (i.e. resilience, hope, optimism, self-efficacy, happiness, neuroticism and openness to experience), individual-related stressors, emotional labour, emotional intelligence, employee health, work and private life balance, burnout, job stress, employee motivation and job commitment and satisfaction (Chen and Qi, 2022; Kwok, 2022; Morosan and Bowen, 2022).…”

Section: Resultsmentioning

confidence: 99%

“…Hotel employee turnover labour, emotional intelligence, employee health, work and private life balance, burnout, job stress, employee motivation and job commitment and satisfaction (Chen and Qi, 2022;Kwok, 2022;Morosan and Bowen, 2022).…”

Section: Narrative Analysismentioning

confidence: 99%

Mind the gap: a critical reflection on hotel employee turnover

Mohsin

Brochado

Rodrigues

2022

Purpose This study aims to provide a critical reflection research that was carried out to understand more fully how employee turnover has been critical to hotel management’s strategies for constructing a better workplace. Human resources decisions need to be made carefully based on a clear grasp of their effects on hotels and their staff. Design/methodology/approach A critical review was conducted with a sample of 160 academic papers that reported findings on staff turnover intentions in hotels. Findings The results include a concept map that highlights the two main dimensions found by researchers: hotel staff turnover consequences (i.e. customer satisfaction and financial performance) and antecedents (i.e. individual, job-related, relationship, organisational and opportunities). Research limitations/implications The findings underline that staff retention strategies need to focus on managing job-related, organisational and relationship variables as hotel managers have little influence on individual and job opportunity factors. Originality/value This study examined 20 years of research summarised in an up-to-date conceptual map. The findings have cross-disciplinary implications.

“…Critical approach to research is less driven by rigorous methodology and emphasizes philosophical and epistemological underpinnings of research (cf. Morley, 2011; Kwok, 2022). Therefore, the critical reflections presented in this study were based on the literature on the VUCA concept, both in general management studies and in T&HI and supplemented with the authors’ personal experiences.…”

Section: Methodsmentioning

confidence: 99%

Critical reflection on VUCA in tourism and hospitality marketing activities

Lubowiecki-Vikuk

Budzanowska-Drzewiecka

Borzyszkowski

et al. 2023

Purpose This paper aims to provide an interpretative synthesis and critical reflection on the concept of “volatility, uncertainty, complexity and ambiguity” (VUCA) and its implementation in tourism and hospitality marketing activities and explain why it is useful and necessary. Design/methodology/approach This paper is based on a critical reflection research methodology which allows for a synthesis of data from the traditional narrative review and on the authors’ experiences and observations. Findings The volatile environments in which entities from the tourism and hospitality industry (T&HI) operate necessitate a redefinition of the rules for designing marketing activities. The VUCA concept may serve as the basis for these changes. Its implementation requires specific managerial skills enabling T&HI entities to use an agile marketing strategy. The latter should be based on a flexible and customer-centric approach. Practical implications This paper provides a VUCA framework for adapting marketing mix instruments to the rapidly changing hospitality and tourism industry. This paper also offers several useful guides for practitioners on different aspects of VUCA within the industry. Originality/value To the best of the authors’ knowledge, this paper is one of the first attempts to reflect critically on the possibilities of using the VUCA concept in marketing by the T&HI and contributes to the discussion about the conditions for its implementation. This paper offers suggestions about the dynamic competencies of tourism and hospitality managers (enterprise and leader oriented), which are essential when designing marketing mix instruments in line with the VUCA concept, and indicates directions for future research.