Change has become continuous, and innovation is a primary approach for hospitality, i.e., hotel companies, to become or remain economically viable and sustainable. An increasing number of management researchers are paying more attention to workplace rather than technological innovation. This study investigates workplace innovation in the Dutch hotel industry, in three- and four-star hotels in the Netherlands, by comparing them to other industries. Two samples were questioned using the Workplace Innovation survey created by the Dutch Network of Social Innovation (NSI). The first was conducted in the hospitality industry, and these data were compared with data collected in a sample of other industries. Results suggest that greater strategic orientation on workplace innovation and talent development has a positive influence on four factors of organizational performance. Greater internal rates of change, the ability to self-organize, and investment in knowledge also had positive influences on three of the factors—growth in revenue, sustainability, and absenteeism. Results also suggest that the hospitality industry has lower workplace innovation than other industries. However, no recent research has assessed to what degree the hospitality industry fosters workplace innovation, especially in the Netherlands. Next to that, only few studies have examined management in the Dutch hotel industry, how workplace innovation is used there, and whether it improves practices.
Social media is a transformative digital technology, collapsing the “six degrees ofseparation” which have previously characterized many social networks, and breaking down many of the barriers to individuals communicating with each other. Some commentators suggest that this is having profound effects across society, that social media have opened up new channels for public debates and have revolutionized the communication of prominent public issues such as climate change. In this article we provide the first systematic and critical review of the literature on social media and climate change. We highlight three key findings from the literature: a substantial bias toward Twitter studies, the prevalent approaches to researching climate change on social media (publics, themes, and professional communication), and important empirical findings (the use of mainstream information sources, discussions of “settled science,” polarization, and responses to temperature anomalies).Following this, we identify gaps in the existing literature that should beaddressed by future research: namely, researchers should consider qualitativestudies, visual communication and alternative social media platforms to Twitter.We conclude by arguing for further research that goes beyond a focus on sciencecommunication to a deeper examination of how publics imagine climate changeand its future role in social life.
This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never “finished.” It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
