While luxury accommodation experience research has increased in the last decade, the field shows little accumulation of knowledge over time, requiring further foundational development. This study presents a meta-ethnographic synthesis of sixteen qualitative studies to propose a new conceptualisation of the luxury accommodation experience. The study follows Noblit and Hare (1988) seven-steps methodology for the interpretative synthesis of qualitative empirical studies, an under-utilised methodology introduced by Smit, Melissen, Font, and Gkritzali (2020) in tourism and hospitality research. The synthesis model highlights the emotional, multi-dimensional and process-driven nature of the luxury accommodation experiences, created by guests, hosts, and external others through the social interaction occurring within a physical and sensorial environment and influenced by personal and situational factors. The synthesis also underlines three factors characterising the luxury accommodation experience, congruence, culture, and collaboration, providing a foundational framework to advance hospitality luxury experience research. Implications for practitioners are also highlighted.
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This article describes a method for promoting sustainable business practices in the hospitality sector and focusses on energy usage in hotels. It raises questions about the actual impact of eco-labels on actual environmental performance.
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Purpose – The hospitality industry creates a distinctive context in which learning takes place. The industry’s international perspective and large globalisation play an important role in learning, as well as the operational and structural features that give meaning to learning and development in the hospitality industry. This explorative research therefore studies the relation between workplace learning and organisational performance in the Dutch hospitality industry. Design/methodology/approach – The qualitative research is done through 15 in-depth interviews with general managers and HR managers of Dutch hotels with three or more stars and at least ten employees. Findings – It can be concluded that there is a relation between workplace learning and organisational performance in the hospitality industry, as the participants in this research and the literature both mention workplace learning enhances organisational performance. Originality/value – Little research has been done on learning and organisational performance specifically, in the (Western) hospitality industry. This research therefore focusses on HRD and studies the influence of workplace learning on organisational performance in the Dutch hospitality industry.
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This proposal originates from a pilot of the ‘Frontrunners coalition’ on initiatives for the Circular Economy at the city level. This spin off project studies strategizing in hotels, to find innovative solutions how to manage the integration of circularity in the overall business strategy. The theoretical innovation is to better understand the strategizing process by using the theoretical framework of “strategy-as-practices (S-as-P)”. Exploring in two cases the daily challenges of implementing principles of the circular economy at a luxury and a budget hotel (group). The “strategy-as-practices (S-as-P) framework will be used, emphasizing that strategizing is a joint process of (higher) management and other practitioners (within and outside of the company). The data collection and analysis will be executed by Bachelor and Master students of Hotelschool the Hague and faculty of the research centre. The stages of the Design Oriented Research Approach will be used in this project, with a focus on the stages of Analysis & Diagnoses and Solution Design. The hotels will facilitate this research by giving access and support to the operations and (formal) meetings and additional primary data collection. (Small teams of) Student researchers collect qualitative data based on interviews and observations: they will ‘blend’ in during a 10-week period. Faculty of Hotelschool The Hague will safeguard the continuity and alignment in the project in the several rounds in which these steps are executed. The finding will be presented to the participating companies, the coalition in Amsterdam and the Hospitality industry. Direct societal impact is the showcasing of potential initiative and the responsibility of organizations towards circularity in their environment. Another result is the proposal for a larger follow-up project. This larger project will continue this study within a broader set of hotels but will also be studying and developing potential interventions for improvement the strategizing process.
