Designing lifestyle hotels |
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| Affiliation: | 1. Department of Tourism, Leisure and Hospitality Management, National Chi Nan University, No.1, University Rd., Puli, Nantou, 545, Taiwan;2. Department of Leisure and Recreation Management, Asia University, No. 500, Lioufeng Rd., Wufeng, Taichung, 413, Taiwan;3. Department of international Business Studies, National Chi Nan University, No.1, University Rd., Puli, Nantou, 545, Taiwan;1. Dedman School of Hospitality, Florida State University, 288 Champions Way, UCB 2200, Tallahassee, FL 32306-2541, United States;2. Dedman School of Hospitality, Florida State University, 288 Champions Way, UCB 4110, Tallahassee, FL 32306-2541, United States;3. Department of Business Administration, Hoseo University, 78 Gackwonsa Way, Dongnam-gu, Cheonan-si, Chungnam 330-713, South Korea;1. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hong Kong;2. College of Charleston, Charleston, SC, USA;3. Ecole hôtelière de Lausanne, HES-SO/University of Applied Sciences Western Switzerland, Lausanne, Switzerland;1. Department of Economics and Business, Universitat Pompeu Fabra, Ramon Trias Fargas 25-27, 08005 Barcelona, Spain;2. Kantar Health, Kirkgate, 19-31 Church Street, Epsom, Surrey KT17 4PF, UK;1. LCB Hospitality Management, Sookmyung Women’s University, South Korea;2. School of Hospitality Management, The Pennsylvania State University, U.S.A;3. School of Tourism Management, Sun Yat-sen University, China;1. School of Hospitality Administration, Boston University, 928 Commonwealth Avenue, Boston, 02215, USA;2. Dedman School of Hospitality, Florida State University, P.O. Box 3062541, Tallahassee, FL, 32306-2541, USA |
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| Abstract: | Art creates irreplaceable added value and serves as a source for satisfying the spiritual needs of hotel customers. To provide customers with memorable services, hotels not only need to continue improving their services (exploit), but also have to design artistic new services (explore). Thus, customer willingness to return to the hotel could be increased, enhancing customer loyalty. However, few hotels simultaneously implement these two types of trade-off activities (i.e., exploitation and exploration). According to the ambidexterity perspective, this study applied a case study approach to investigate the process through which hotel operators design lifestyle hotels. Moreover, this study involved constructing an operational framework that adopted art as the basis for differentiation. The research results revealed that in introducing art concepts into a hotel service system, hotels operators must attach a high level of importance to several key activities, including hiring a full-time executive artistic manager in the top management team to engage in innovation, integrating local culture and the natural environment into the design of an artistic servicescape, catering to customers’ needs, and adopting high-performance human resource practices. These activities enable hotels to enhance their service capability in simultaneously implementing the two mutual trade-off activities, specifically designing new artistic services (explorative innovation) and continually improving their services (exploitative innovation). |
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| Keywords: | Ambidexterity perspective New service development Service improvement Servicescape |
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