scholarly journals Understanding the Current State and Future Directions of Hotel Sector Knowledge Management: A Literature Review

2019 ◽  
Vol 9 (2) ◽  
pp. 118 ◽  
Author(s):  
Christoph Voegeli
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Business Processes ◽  
Hotel Industry ◽  
Medium Size ◽  
Specific Knowledge ◽  
Investment Funds ◽  
Top Executives ◽  
Current State ◽  
Improved Performance

This review highlights the huge opportunity provided by leveraging knowledge management principles across the hotel industry. By way of context, the author has over 20 years of international experience in the hotel industry (at executive level, including managing privately-owned and single hotels, some as part of a medium-sized brand, with others as part of a very large [global] hotel brand). When he transitioned from a hotel company of medium size to one of the largest (about 10 years ago), he observed significant differences in business processes, structure, resources, and culture. Wondering about these differences, he examined them more closely and started to read broadly about strategy, competitive advantages, and capabilities. Gaining a deeper understanding, he realized that the observed differences were related to knowledge management. In his research, many organizations were found to have used knowledge management to extract, recycle, harness, share, and leverage knowledge for improved performance and competitive advantage. In some cases, millions of US dollars were saved. Furthermore, from knowledge management practices in consultancy, healthcare, and manufacturing, the expectation was that rich, in-depth research would be found on hotel-(specific) knowledge management. Logically, it was expected that top executives (and other stakeholders holding hotel portfolios, such as real estate/investment funds/investment bankers and hotel operators) would be extremely keen to learn about and use knowledge management to leverage their companies’ performance. Surprisingly, the opposite seems to be the case. This thorough review demonstrates that little research has been conducted on hotel knowledge management, and that even in hotel-(specific) knowledge management, “secrecy” (operating in a vacuum) can be experienced. The premise is that top executives (C-level executives) constantly search for the latest insights (knowledge) and best practices to find implementable concepts so their organizations can remain ahead of the competition. This paper reviews and establishes the current state of the existing body of hotel-(specific) knowledge management literature and highlights gaps and possible opportunities for the future. Through adding to the depth of hotel-(specific) knowledge management research, refreshed interest can be generated in this field, possibly stimulating a better understanding of how hotel-(specific) knowledge management can be used to maximize its benefits.

scholarly journals Semantic Web Ontologies based Knowledge Management Framework for IT Service Management

2019 ◽  
Vol 8 (2S7) ◽  
pp. 512-517
Keyword(s):  
Knowledge Management ◽  
Semantic Web ◽  
Service Management ◽  
Management Practices ◽  
Service Industry ◽  
Management Framework ◽  
It Service ◽  
Current State ◽  
Information And Communication ◽  
Internal Operations

Technology driven organisations are investing hugely in training and knowledge enrichment of their employees. This is due to the fact that knowledge is now considered as an asset by organisations. Additionally, with emerging technologies, organisations are also spending heavily in Information and Communication Technology (ICT) to enhance their internal operations and processes. Among the various internal processes, Knowledge Management is an area which has been there since many years but when it is about the application of latest technology and innovations for Knowledge Management practices, there are huge opportunities. This paper presents an analysis of various KM frameworks available for different domains and based on current state and limitation identified, it proposes a Semantic Web Ontology based Knowledge Management System for IT Service Industry

scholarly journals A CASE STUDY OF KNOWLEDGE MANAGEMENT PRACTICES AT THE INTERCONTINENTAL HOTELS’ GROUP

2021 ◽  
Vol 8 (1) ◽  
pp. 17-29
Author(s):  
Christoph Voegeli
Keyword(s):  
Knowledge Management ◽  
Hospitality Industry ◽  
Management Practices ◽  
Hotel Industry ◽  
Global Knowledge ◽  
Management Framework ◽  
Level Data ◽  
Knowledge Management Practices ◽  
Basic Level

Purpose of the study: This study aims to gain an understanding of how (and if) the InterContinental Hotels Group (IHG) manages knowledge to create value. Methodology: Publicly available data about the IHG were assessed using Pawlowski and Bick’s (2015) Global Knowledge Management Framework (GKMFW) to determine the extent to which the IHG is implementing knowledge management (KM). Four experts reviewed the findings for validation. Main findings: Knowledge management (KM) practices are used by the IHG at a basic level. Data collected in this study indicate that the IHG is not connecting KM processes in its strategy. This research highlights that the IHG and potentially other hotel companies could integrate KM to enhance their performance. Applications of this study: The study’s findings are important for hotel industry stakeholders (academics, hotel executives, owners, etc.), assisting them to better understand “hotel KM”. Stakeholders are encouraged to implement holistic and purposeful KM programs (i.e., a framework), potentially delivering more value to their organizations. Novelty/Originality of this study: This study is the first attempt to investigate KM activities in one major standard-setting hotel company (SSHC), as defined by Boardman and Barbato (2008). It highlights the limitations in hotel-specific KM research and the limited way in which KM is being applied in the InterContinental Hotels Group (IHG). It not only identifies a gap in the literature about KM in the hospitality industry but starts to fill this gap.

Customer product returns – feedback and knowledge management

2019 ◽  
Vol 23 (2) ◽  
pp. 149-164 ◽  
Author(s):  
Alena Klapalová
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Business Processes ◽  
Current Knowledge ◽  
Soft Systems Methodology ◽  
Product Returns ◽  
Complex Situation ◽  
Systems Methodology ◽  
Content Type ◽  
Returns Management

Purpose The purpose of this paper is to provide a multidimensional understanding of the management of feedback from customer product returns and the management practices that lead to the occurrence of product returns in the context of knowledge management. The characteristics of product returns indicate that to manage them requires specific knowledge management, as the nature of their management is rather complex. Design/methodology/approach Understanding of feedback concept for the purpose of product returns avoidance management and its linkages with knowledge management through the theoretical review was performed first. Second, soft systems methodology (SSM) to analyze the very complex situation, as the product returns present, provided the conceptual framework for empirical research. The principles and best practices of SSM were followed and an analysis of documents together with the theoretical knowledge of feedback, product returns and knowledge management served as the basis for the action research. Findings The research highlighted the importance of knowledge management (even in a rather simple form) for the solution of the problematic situation and underlined the necessary interconnections between different areas of business processes management and the need to manage knowledge. It also showed that product returns act as important feedback for the whole organization. Originality/value This paper is the first attempt to apply current knowledge of the feedback construct into the knowledge and product returns management. It is also the first attempt to apply SSM to product returns management.

Entrepreneurship in Medium-Size Companies: Exploring the Effects of Ownership and Governance Systems

2000 ◽  
Vol 26 (5) ◽  
pp. 947-976 ◽  
Author(s):  
Shaker A. Zahra ◽  
Donald O. Neubaum ◽  
Morten Huse
Keyword(s):  
Chief Executive ◽  
Corporate Entrepreneurship ◽  
Medium Size ◽  
Company Performance ◽  
Manufacturing Companies ◽  
Outside Directors ◽  
Organizational Renewal ◽  
Top Executives ◽  
New Business ◽  
Improved Performance

Corporate entrepreneurship (CE), which embodies a company’s innovation and venturing activities, is necessary in today’s competitive markets. CE is important for organizational renewal, the creation of new business, and improved performance. CE, however, requires strong and continued support from the company’s top executives. Data from 231 medium-size manufacturing companies show that commitment to CE is high when: (1) executives own stock in their company; (2) the board chair and the chief executive officer are different individuals; (3) the board is medium in size; and, (4) outside directors own stock in the company. The relationships between the ratio of outside directors and CE, and institutional ownership and CE, are mixed. CE is also positively associated with future company performance.

scholarly journals A knowledge taxonomy in the context of organizational routines: an study in a public university

2019 ◽  
Vol 29 (2) ◽  
Author(s):  
Sergio Evangelista Silva ◽  
Luciana Paula Reis ◽  
Alana Deusilan Sester Pereira ◽  
June Marques Fernandes
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Current Knowledge ◽  
Practical Implication ◽  
Public University ◽  
Alternative View ◽  
Organizational Routines ◽  
Specific Knowledge ◽  
Theoretical Contribution ◽  
Types Of Knowledge

Knowledge is one of the most important assets in organizations. While there are several studies about knowledge management, there are few texts dedicated to classifying the existing types of knowledge. As such, the concept of knowledge is overlooked in the literature. Hence, this situation poses a dilemma: how could a thing that is not well understood be adequately managed? Drawing on current knowledge taxonomies and the organizational routines concept, we address this gap by outlining a taxonomy of how knowledge is manifested in the execution and structuration of organizational routines. This taxonomy is generated through the grounding process of examining the organizational routines of an academic department in a public university. As the main result, it was identified four basic types of knowledge: stable-reproducible, problem-solving, incremental-shift, and paradigmatic-shift. As main theoretical contribution, this paper introduces a knowledge taxonomy, which is an alternative view in relation to the current taxonomies. As a practical implication, these four types of knowledge presented point out to the necessity of the development of specific knowledge management practices for each type of knowledge.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

THE IMPACT OF LEADERSHIP PRACTICES TO TEAM MEMBERS’ SATISFACTION

2009 ◽  
Vol 8 (1) ◽  
Author(s):  
Chalimah .
Keyword(s):  
Conflict Resolution ◽  
Leadership Practices ◽  
Hotel Industry ◽  
Leader Behavior ◽  
Team Leader ◽  
Shop Floor ◽  
Team Members ◽  
Top Executives ◽  
Wide Range ◽  
The Impact

eamwork is becoming increasingly important to wide range of operations. It applies to all levels of the company. It is just as important for top executives as it is to middle management, supervisors and shop floor workers. Poor teamwork at any level or between levels can seriously damage organizational effectiveness. The focus of this paper was therefore to examine whether leadership practices consist of team leader behavior, conflict resolution style and openness in communication significantly influenced the team member’s satisfaction in hotel industry. Result indicates that team leader behavior and the conflict resolution style significantly influenced team member satisfaction. It was surprising that openness in communication did not affect significantly to the team members’ satisfaction.

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