AUSTRALIAN HOTEL ORGANISATIONS AND THEIR PRE AND MID COVID-19 ORGANISATIONAL RESILIENCE

This study focuses on the Australian hotel organisation and their organisational resilience (O.R.) during the Covid-19 pandemic. Its objectives are to leverage the “Hotel Resilience model” developed by MeliánAlzola et al. (2020) and the Benchmark Resilience Tool to gain indications of the level of O.R of the Australian hotel sector, to determine the relationship between the hotel O.R. indicators and the financial outcomes and to document O.R. related tactics and strategies implemented in the Australian hotel industry during the Global pandemic. By adopting a qualitative research approach using experts’ interviews with 10 hotels general or operations managers, the study found that there was no formal awareness of or adoption of formal O.R. frameworks within the participating hotels nor was there any indication of an appetite for the implementation of any O.R. frameworks, also as a result of lack of data, the study was unable to determine a link between O.R. indicators and financial outcomes.

Psychological empowerment and individual performance: the mediating effect of intrapreneurial behaviour

PurposeThe purpose of this study is to extend the existing literature on the relationship between psychological empowerment and individual performance (IP) through the mediating role of intrapreneurial behaviour (IB). Therefore, the empowerment theory (ET) and psychological entrepreneurship theory (PET) were integrated to nurture the IP of medium enterprises (MEs) production/operations managers by analyzing the mediating influence of IB on the psychological empowerment–IP relationship.Design/methodology/approachSurvey method was engaged by means of self-administered questionnaire. Data were collected from a sample of 355 MEs production/operations managers and analysed with partial least square (PLS) structural equation modelling (SEM).FindingsAccording to the results, Psychological empowerment (PE) has a significant direct relationship with both IB and IP. Equally, IB has a positive significant impact on IP. Moreover, the mediating influence of IB on the psychological empowerment–IP relationship was established.Practical implicationsThe result implies that MEs can stimulate the IP of production/operations managers by encouraging IB through psychological empowerment–IP relationship. Therefore, the psychological empowerment–IP relationship will manifest better when IB is invigorated among production/operations managers.Originality/valueTo the best of the authors’ knowledge, this paper is the first to examine the mediating influence of IB on the psychological empowerment–IP relationship, which revealed a significant contribution to both entrepreneurship and organizational behaviour literature. The IB literature is relatively lacking, particularly among developing countries and in particular Nigeria.

When spaces collide: exploring the dual responsibilities of operations managers

Purpose The purpose of this paper is to explore the ways in which notions of space, constituted by management accounting and operations, interact, conflict and are understood by operations managers in a variety of situations within the context of iron ore mining. The authors address a dual question: How do accounting space and production space relate to each other? And what does it mean for operations managers to reside in both those spaces at once? Design/methodology/approach The paper is based on field studies at a mining company involving operations managers who experience tensions between accounting and production responsibilities and must prioritize between different courses of action to create value. Findings In contrast to the view that management accounting poses a problem for operations managers in production environments, the authors show how especially discursive tensions foster reflection and choice. Operations managers prioritize their actions in accordance with management accounting or operations based on how they experience and reflect upon the tensions they encounter, dominating artifacts and their experienced relation to space. Operations managers are not tied to specific spaces, but they prioritize their responsibility to management accounting or operations depending on the space to which they feel a sense of belongingness. Originality/value Drawing upon a conceptualization of tensions between management accounting and operations as a spatial phenomenon, it is possible to understand the dilemmas experienced by operations managers in a dynamic and relational way. The authors propose that viewing tensions between management accounting and production as spatial phenomena enables a novel understanding of how such tensions can create reflexivity in responsibility with operations managers.

Main functions of operation management

Presented paper concentrate on problems connected with the function of operation management within the company. Operation function is responsible for producing products and delivering services. But it needs support and input from others areas of the organization. The aim of the paper it to analyze on the basis on inter-national the main functions of operation management. We can distinguish seven main functions of operation management in the industrial enterprise: planning, scheduling, purchasing, controlling, quality control and inventory control. In each of those fields operations managers should conduct many decision affecting of-organization effectiveness.