Hospitality Service Innovations in Private Clubs

Randhawa, Praneet; Kim, Miran; Voorhees, Clay M.; Cichy, Ronald F.; Koenigsfeld, Jason P.; Perdue, Joe

doi:10.1177/1938965515586791

Cited by 24 publications

(20 citation statements)

References 65 publications

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“…Most service innovation research is based on production-intensive industries, such as financial, telecommunications, transport, and wholesale services (Aas et al, 2015). In contrast, innovation in the hospitality industry such as in hotels and restaurants is rarely studied (Farsani et al, 2016;Randhawa et al, 2015), possibly due to perceptions of their lack of innovation activity (De Jong & Vermeulen, 2003). Indeed, in the most recent European community innovation survey hotels were the second least innovative businesses after retail industry (Robson & Achur, 2012).…”

Section: Introductionmentioning

confidence: 99%

Service innovativeness and the structuring of organizations: The moderating roles of learning orientation and inter-functional coordination

Tajeddini

Altınay

Ratten

2017

International Journal of Hospitality Management

100

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This paper aims to investigate the influence of organizational structure on service innovativeness by testing the moderating roles of learning orientation and inter-functional coordination. This helps to understand how organic structure influences service innovativeness when it is effectively leveraged with favorable organizational factors. Data was collected from 178 hotel managers and executives in Japan and moderated regression analysis was performed to analyze the data. Findings of the study suggest that higher levels of service innovativeness are positively related to higher levels of hotel business performance. In addition, organic structure makes a positive influence on service innovativeness and an increase in the levels of learning orientation boost the effectiveness of organic structure on service innovativeness. Moreover, the positive association between organic structure and service innovativeness become stronger when all firm's functions make an attempt to cooperate and contribute to disseminating customers and competitors' information in the hotels. These findings contribute to understanding how hotel service innovation is affected by service innovativeness, organizational structure, learning orientation and inter-functional coordination.

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Section: Introductionmentioning

confidence: 99%

Service innovativeness and the structuring of organizations: The moderating roles of learning orientation and inter-functional coordination

Tajeddini

Altınay

Ratten

2017

International Journal of Hospitality Management

100

View full text Add to dashboard Cite

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“…Using art as a competitive strategy Business strategy is a key element to the successful innovation of hotels. According to Martĺnez-Ros and Orfila-Sintes (2009), sustainable innovation creates considerable added values and performance for hotels, thereby ensuring that the hotels gain sustainable competitive advantages (Nieves and Segarra-Ciprés, 2015;Randhawa et al, 2015). To satisfy the demands of different types of customers and sustain market competitiveness, hotels retain existing customers by providing innovative experiential activities, and attract new customers by designing new services based on the uniqueness of local cultural and artistic resources (Lee, 2011;Reiwoldt, 2006;Tang, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Art-oriented model of hotel service innovation

Wang

Tang

Cheng

2018

IJCHM

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Purpose The development of artistic services is often unsuccessful because quality artistic services are characterized by offering new experiences to customers and pursuing excellence of the performing services in the details. To successfully facilitate developing artistic services, this study builds an ambidextrous service innovation and service effectiveness (ASISE) model that describes the processes and steps of art-oriented services development. Design/methodology/approach A case study was conducted on Relais & Châteaux (R&C) hotel membership in Taiwan to better understand the steps and activities that describe service innovation processes. Triangulation was performed by compiling secondary data (e.g. official R&C notebooks and documents relating to Volando) and conducting field investigations and semi-structured interviews (with managers, employees, customers, artists). Findings This study combined the ambidexterity perspective with the Plan-Do-Check-Action (PDCA) principle and expanded the application range of the model from improving the service process to addressing the overall service innovation process, and included the gradual construction of the eight steps of scanning, linking, designing, performing, assessing, feedback, improving and adjusting. Practical implications Hotels can use the ASISE model developed by this study to simultaneously create new artistic service activities and enhance the effectiveness of current artistic services. Originality value Based on the ASISE model, which emphasizes an art-oriented and continuous cycle, this study thoroughly analyzed the obstacles of integrating art into hotel service processes, and successfully established a series of steps for developing art-oriented services.

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“…Generally, employee’s sense making of organizational change has been shown to be a crucial factor in studying change implementation (Vaara, 2002). There is a wide agreement among academics that successful technological change execution would be strongly fostered and carried out both by employees (Cadwallader et al , 2010; Randhawa et al , 2016), and the way they acquire, organize and make sense of this change (Bean and Eisenberg, 2006; Weber and Manning, 2001). Sense making denotes an individual’s efforts to construct interpretations of reality and create an order of occurrences (Weick, 1995).…”

Section: Background and Research Questionsmentioning

confidence: 99%

The acceptance of technological change in the hospitality industry from the perspective of front-line employees

Montargot

Lahouel

2018

JOCM

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Purpose Whereas past research has been valuable in explaining how “perceived usefulness” (PU) and “perceived ease of use” (PEU) constructs lead to technology acceptance and refusal behaviors in organizations, it has not explored the antecedents of these two factors. The purpose of this paper is to propose an interpretive approach to the study of front-line employees’ sense making of technological change as well as the understanding of behavioral and psychological origins of PU and PEU. Design/methodology/approach This study analyses a major transition in work mode induced by an IT innovation implemented within a leading French hospitality company. A qualitative method was employed to answer the research questions. The data were collected using 22 in-depth semi-structured interviews from front-line employees and their line managers in five 4-star hotels in Paris. The participants were asked how they made sense of the technological change and what they consider when they judge the usefulness and the ease of use during the implementation of change. Findings The analysis revealed that employees’ acceptance of technological change is paradoxical and shaped by a continuous process of sense making when using the IT innovation. The findings also suggest that PU can be explained by factors like job relevance, PEU and output quality. Anxiety, playfulness, perceived enjoyment, objective usability and facilitating conditions were identified as antecedents of PEU. Research limitations/implications The paper reports the effect of perceptions of social influence, system characteristics, individual differences and facilitating conditions on PU and PEU constructs in IT adoption process. It is among the first to examine the antecedents of such beliefs in the hospitality industry through the use of a qualitative method. It also shows that that three variables – result demonstrability, computer self-efficacy and social influence process described by subjective norm and image – did not play a significant role in influencing the intensions of using the system through PU and PEU. Practical implications Understanding the antecedents of the two key predictors in technology acceptance models allows managers to implement efficient adjustments and interventions in order to positively influence employees’ IT innovation acceptance and use. Originality/value This qualitative study contributes to open the black boxes concerning the conceptualizations of PU and PEU. It advances the understanding of the employees’ acceptance of IT innovation.

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Hospitality Service Innovations in Private Clubs

Cited by 24 publications

References 65 publications

Service innovativeness and the structuring of organizations: The moderating roles of learning orientation and inter-functional coordination

Service innovativeness and the structuring of organizations: The moderating roles of learning orientation and inter-functional coordination

Art-oriented model of hotel service innovation

The acceptance of technological change in the hospitality industry from the perspective of front-line employees

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