The capacity to deal with digital transformation is a valuable asset for established organizations, and employees play a crucial role in this process. This study contributes to the understanding of employees’ sensemaking of digital transformation in the tour operating industry. Using prior digital transformation research, construal-level theory (CLT), and dynamic change perspectives, our scholarly work focuses on the complexities of organizational change in a digital transformation context. Although employees generally support digital transformation, our findings show that their perceptions change over time across a range of specific challenges experienced during the employee change journey. Our findings stress the importance of adopting a social exchange lens in digital transformation knowledge as this represents deep structure change that might cause well-designed transformation processes to fail. Implications for hospitality and tourism management are discussed.
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Augmented Play Spaces (APS) are (semi-) public environments where playful interaction isfacilitated by enriching the existing environment with interactive technology. APS canpotentially facilitate social interaction and physical activity in (semi-)public environments. Incontrolled settings APS show promising effects. However, people’s willingness to engagewith APSin situ, depends on many factors that do not occur in aforementioned controlledsettings (where participation is obvious). To be able to achieve and demonstrate thepositive effects of APS when implemented in (semi-)public environments, it is important togain more insight in how to motivate people to engage with them and better understandwhen and how those decisions can be influenced by certain (design) factors. TheParticipant Journey Map (PJM) was developed following multiple iterations. First,based on related work, and insights gained from previously developed andimplemented APS, a concept of the PJM was developed. Next, to validate and refinethe PJM, interviews with 6 experts with extensive experience with developing andimplementing APS were conducted. Thefirst part of these interviews focused oninfluential (design) factors for engaging people into APS. In the second part, expertswere asked to provide feedback on thefirst concept of the PJM. Based on the insightsfrom the expert interviews, the PJM was adjusted and refined. The Participant JourneyMap consists of four layers: Phases, States, Transitions and Influential Factors. There aretwo overarchingphases:‘Onboarding’and‘Participation’and 6statesa (potential)participant goes through when engaging with an APS:‘Transit,’‘Awareness,’‘Interest,’‘Intention,’‘Participation,’‘Finishing.’Transitionsindicate movements between states.Influential factorsare the factors that influence these transitions. The PJM supportsdirections for further research and the design and implementation of APS. Itcontributes to previous work by providing a detailed overview of a participant journeyand the factors that influence motivation to engage with APS. Notable additions are thedetailed overview of influential factors, the introduction of the states‘Awareness,’‘Intention’and‘Finishing’and the non-linear approach. This will support taking intoaccount these often overlooked, key moments in future APS research and designprojects. Additionally, suggestions for future research into the design of APS are given.
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Considering recent calls for change towards a more liveable tourism academia, critical participatory action research is combined with duoethnography to develop The Academic Line—a humorous comic project about academic life. Traditional theories of humour are used to leverage the effectiveness of comics as communicative devices and explored how and to what extent the project promoted solidarity, reflexivity, well-being, and change. This study reveals the concrete commitment to fostering change within and potentially improving academia, and to experiment with a form of communication, which is still underexplored in the scholarly sphere but fruitfully applied in other contexts to raise awareness of and prompt discussion about crucially important issues.
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Many companies struggle with their workplace strategy and corporate real-estate strategy, especially when they have a high percentage of knowledge workers. How to balance employee satisfaction and productivity with the cost of offices.This project focused on developing methods and tools to design customer journeys and predict the impact of investments and changes on user satisfaction with the work environment. The tools, including a game and simulation tool, allowed to focus on the needs of particular subgroups of employees while at the same time keeping an overview on the satisfaction and perceived productivity of all employees and guests. We applied Quality Function Deployment techniques to understand how needs of different types of users of (activity-based) office environments can catered for in smart customer-centric office design.
