Transforming hotels into learning organisations: a new strategy for going global

Bayraktaroğlu, Serkan; Kutanis, Rana Özen

doi:10.1016/s0261-5177(02)00061-4

Cited by 44 publications

(30 citation statements)

References 5 publications

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“…Further studies conceptualizing organizational learning have been forthcoming more recently. In that vein, Bayraktaroglu & Kutanis (2003) compared organizational learning to organizational memory. In keeping with the aforementioned definitions, in this paper organizational learning is meant to be a complex and dynamic process that includes the acquisition, assimilation, transformation and exploitation of information gathered inside or outside the organization, as well as knowledge creation, facilitated by a series of cultural and technological learning enablers.…”

Section: Review Of the Literaturementioning

confidence: 99%

“…Very little has been published in the empirical literature on organizational learning in the hotel industry to date. What little there is has primarily addressed issues such as measurement of the empirical relationships among organizational learning, knowledge transfer, organizational experience and strategic alliances or mergers (Ingram & Baum, 2001); the knowledge transfer elements that affect learning (Kyriakidou & Gore, 2005); organizational learning, knowledge sharing and obstacles to learning (Yang & Wan, 2004;Akin Aksu & Özdemir, 2005;Scott & Ding, 2008;Iebra Aizpurúa et al, 2011); transformation processes that enable organizations to learn (Bayraktaroglu & Kutanis, 2003); employee training and the working environment and their effect on learning (Jameson, 2000;Gjelsvik, 2002;Furunes, 2005); the role that managers should play vis-à-vis employees (Yang, 2004;Teare 2011); determination of whether individual learning can enhance organizational learning (Yang, 2004;Popescu et al, 2011); the relationship between organizational learning, the internet and organizational performance (Martín-Rojas et al, 2014); the role of learning orientation on organizational competitiveness and performance (Tajeddini, 2011;Fraj et al, 2015); the connection between organizational learning, innovation and customer value (Nasution et al, 2011); and learning orientation and innovation as determinants in the development of proactive environmental management (Fraj et al, 2013) No study was found, however, that jointly analyzes the factors that favor organizational learning in the hotel industry and how they affect such learning.…”

Section: Introductionmentioning

confidence: 99%

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Human and other critical factors in organizational learning in the hotel industry: A contingency approach

Alonso‐Almeida

Celemín-Pedroche

Andrada

et al. 2016

TMS

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Personas y otros factores críticos en el aprendizaje organizativo en la industria hotelera: un enfoque de contingencias María del Mar Alonso-Almeida AbstractOrganizational learning is instrumental to successful adaptation to today's changing environment. Research on the subject in the context of the hotel industry is scant, however. The present study surveyed 147 Spanish hotels to determine the extent to which they drew from internal and external drivers and cultural and technological enablers and the level of organizational learning attained. These hotels were also characterized by the contingency factors most relevant to the industry and, based on the results, grouped into four clearly distinct clusters. An analysis of the groupings confirmed statistically significant inter-cluster differences. The empirical evidence gathered suggests that while all the hotel establishments studied stressed organizational learning, individual features determined differences in how successfully it is implemented. The inter-cluster differences identified suggest that the valuation of organizational learning varies with hotel type and, therefore, different organizational learning strategies must be implemented to attain higher performance.Keywords: Organizational learning, contingency factors, learning enablers, internal drivers, external. ResumenEn la actualidad, el aprendizaje organizativo es clave para adaptarse con éxito al entorno cambiante. Sin embargo, la investigación previa de este tema aplicado a la industria hotelera es escasa. Por ello, este estudio busca identificar el alcance de los factores conductores de adquisición de conocimiento, tanto internos como externos; analizar la adopción de facilitadores culturales y tecnológicos, y determinar el nivel de aprendizaje organizativo alcanzado por 147 establecimientos hoteleros ubicados en España. Además, este trabajo caracteriza los establecimientos hoteleros atendiendo a los factores de contingencia más relevantes en el sector. Sobre la base de estos factores, se desarrolló un análisis cluster para identificar la existencia de distintos grupos, resultando cuatro grupos claramente diferenciados, estudiándose las diferentes características de cada uno de ellos. Los resultados son relevantes ya que proporcionan evidencia empírica de que, aunque todos los establecimientos hoteleros estudiados potencian el aprendizaje organizativo, sus características propias sugieren diferencias en su grado de desarrollo y, por tanto, en su efectividad.Palabras clave: Aprendizaje organizativo, factores de contingencia, potenciadores del aprendizaje, factores conductores internos, factores conductores externos.

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Section: Review Of the Literaturementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Human and other critical factors in organizational learning in the hotel industry: A contingency approach

Alonso‐Almeida

Celemín-Pedroche

Andrada

et al. 2016

TMS

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“…LOs have been little discussed in tourism literature, although there have been evaluations of the concept in hotels in Turkey (Bayraktaroglu & Kutanis, 2003) and Taiwan (Yang, 2004). Application of LO on destination level, however, has not yet been examined.…”

Section: Introductionmentioning

confidence: 99%

The Learning Tourism Destination: The potential of a learning organisation approach for improving the sustainability of tourism destinations

2007

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Globalisation, increasing complexity, and the need to address triple-bottom line sustainability have seen the proliferation of Learning Organisations (LO) who, by definition, have the capacity to anticipate environmental changes and economic opportunities and adapt accordingly. Such organisations use system dynamics modelling (SDM) for both strategic planning and the promotion of organisational learning. Although SDM has been applied in the context of tourism destination management for predictive reasons, the current literature does not analyse or recognise how this could be used as a foundation for an LO. This study introduces the concept of the Learning Tourism Destinations (LTD) and discusses, on the basis of a review of six case studies, the potential of SDM as a tool for the implementation and enhancement of collective learning processes. The results reveal that SDM is capable of promoting communication between stakeholders and stimulating organisational learning. It is suggested that the LTD approach be further utilised and explored.

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“…Ozturan and Roney (2004) explore the role of these firms in Turkish tourism and the Internet's potential for improving their performance. As an alternative, the fact that they are outperformed can be brought to the attention of five-star hotels, thereby helping them benefit from the experience of their more successful competitors (see Bayraktaroglu and Kutanis, 2003 for the importance of organisational learning in catering). Additionally, the agency could explore the validity of our explanation (undue emphasis on prestige or extravagance) and revise its policies accordingly.…”

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confidence: 99%

Measuring the quality of hospitality at Antalya

Davutyan

2007

Journal of Tourism Research

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Tourism has become an important pillar of the Turkish economy. Therefore, service quality of the catering sector deserves and attracts attention. This paper employs data envelopment analysis (DEA), a linear programming method, to gauge the validity of official quality ratings at Antalya, a major seaside resort. This benchmarking-based technique is applied to standardise the 'starring' system used by regulators and rating agencies. This is done by using efficiency scores generated by the DEA technique. Such standardisation helps tourists and tour operators. In addition, a second-stage Tobit regression identifies the causes of inefficiency, and the managerial implications of the findings are discussed.

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Transforming hotels into learning organisations: a new strategy for going global

Cited by 44 publications

References 5 publications

Human and other critical factors in organizational learning in the hotel industry: A contingency approach

Human and other critical factors in organizational learning in the hotel industry: A contingency approach

The Learning Tourism Destination: The potential of a learning organisation approach for improving the sustainability of tourism destinations

Measuring the quality of hospitality at Antalya

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