Teaching HRM in contemporary hospitality management: a case study drawing on HR analytics and big data analysis

In this article, we discuss how hospitality students can leverage new technology and new HRM metrics from a combination of a traditional format case study and innovative data spreadsheets. We offer a teaching case study that combines the strategic dimensions of HRM with practice-driven data analysis anchored in HR analytics and HR big data mining. We argue that this combination helps identify, develop, and promote appropriate managerial skills among students.     

Why do firms seek to share human resource management knowledge? The importance of inter-firm networks

This study untangles the social processes and inter-firm mechanisms underlying human resource management (HRM) knowledge networks. The research questions serve to advance understanding of why HRM knowledge flows between firms under contractual relationships and in the absence of formal relationships. The study analyzes data from a complete network of 51 high-technology firms located in a science and technology park to report the structural properties and relational dimensions of inter-firm flow of HRM knowledge. The results from this social network analysis show that the firms in the study actively engage in the sharing of HRM knowledge. Specifically, the results not only indicate the preeminence of formal ties but also of relational factors relating to firm legitimacy, prestige, and collaborative interaction. Participation in inter-firm knowledge networks appears to be an effective tool for obtaining HRM knowledge as well as for enhancing legitimacy and prestige between firms and developing trust and reciprocity within collaborative relationships.     

Service innovation in times of economic crisis: the strategic adaptation activities of the top E.U. service firms

This article examines the long-term strategic adaptation activities top service firms use to respond to economic crisis. Based on a longitudinal dataset of 97 leading European service firms, it empirically conceptualizes three clusters or strategic types of organizational response to overcome long-term financial strain experienced during 2008–2011, it tests the survivability of their strategic orientation and it assesses their relationship with organizational performance during the crisis (2008–2011) and in the post-crisis period (2014–2016). Leading E.U. service firms that attempt to maximize adaptation by ‘Commitment-to-expansion’ (i.e., increase in R&D investment, strategic M&A and recruitment) ensure the long-term survivability of their strategic orientation and generate growth in their operating profits, sales and market capitalization in contrast to service firms that implement cost-oriented actions (layoffs and cutting back on R&D investment). These results extend the limited knowledge available on strategic adaptation in top E.U. service firms and provide insight into the role that different responses play in fostering recovery from ongoing economic and financial crisis, which have thus far remained empirically under-researched.     

Innovation strategies and complementarity between innovation activities: the case of commercial archaeological firms

Service Business - As a key part of their professionalization process, creative industries (CIs) including private or contract archaeological firms (AFs) increasingly rely on bundles of...     

A cross-country comparison of accommodation manager perspectives on online review manipulation

Accommodation businesses are increasingly dependent on a limited number of reservation platforms. A significant feature of these platforms is guest evaluations, which are transformed into ratings and rankings. As the positioning of the business in comparison to competitors determines customer demand, accommodation managers have considerable interest in maintaining or improving their online reputation. One response may be to engage in manipulation strategies. This paper presents the results of a survey including 270 hotel managers in five countries, Germany, Israel, Norway, Sweden and Switzerland. Managers confirm growing competition as a result of ratings and rankings, and they report that guests are increasingly aware of the importance of reviews. To avert negative online feedback impacts, managers intervene strategically. The paper discusses new market pressures, emergent consumer judgement culture and consumer citizenship, opportunities for legal redress and the emerging importance of reputation management strategies.