Knowledge management in the hospitality industry: A review of empirical research

Knowledge management and measurement: a critical review

“…In another cluster of research in this category, some authors have tried to summarise the (Evangelista et al, 2010, Susanne and Ingi Runar, 2012, Susanne and Stefan, 2012, projectbased companies (Ajmal et al, 2010), telecom (Al-Adaileh and Al-Atawi, 2011), accounting and banking (Chong et al, 2011, Paul Ihuoma, 2012, higher education (Cranfield andTaylor, 2008, Kidwell et al, 2000), hospitality (Hallin and Marnburg, 2008), construction (Dave and Koskela, 2009), law firms (Forstenlechner et al, 2009)and police force (Seba and Rowley, 2010) contexts. Based on the conclusions of several authors (Anantatmula and Kanungo, 2010, Bishop et al, 2008, Mullich, 2001, Quaddus and Xu, 2005, Mason and Pauleen, 2003, Xue et al, 2011, the main KM success factors reported are:…”

Tacit knowledge spillover and sustainability in destination development

“…While explicit knowledge refers to the knowledge that has been captured in a code, or a language that facilitates communication (Hallin & Marnburg, 2008a), tacit knowledge refers to the knowledge that "we can know more than we can tell" knowledge, which entails information that is difficult to express, formalize, or share (Polyani, 1996, p.4). Tacit knowledge exists in the background of our consciousness, enabling us to focus our conscious attention on specific tasks and problems (Gertler, 2003).…”

“…The industry is characterized by its outputs of service products, which primarily developed to satisfy the demand for accommodation, food and beverage (Buttler, 1986). To deliver the final service products, companies collaborate with a variety of providers (e.g., convention centers, online travel agencies, tour operators, carriers, entertainment, shopping and local sightseeing agencies, and various suppliers) in which some compete and others collaborate with one another (Hallin & Marnburg, 2008b). Even though the service processes are becoming more and more knowledge-based or knowledge-intensive (Kahle, 2002), tourism innovations are difficult to develop and implement but at the same time relatively easy to imitate (Decelle, 2006;Hjalager, 2002), particularly when processes are highly visible and the level of technology is relatively unsophisticated (Hall & Williams, 2008).…”

“…Explicit knowledge is relatively easily codified in documents and written forms (Hallin & Marnburg, 2008b) as well as patented (Hjalager, 2002). Thus, it is possible to disseminate explicit knowledge across broad spatial/geographical scales indirectly.…”

“…In recent years, knowledge management has started receiving an increasing attention from tourism researchers; mainly because of its significant impact on product development and management within destinations (Cooper, 2006;Cooper & Ruhanen, 2004;Hallin & Marnburg, 2008a;Scott & Laws, 2006). Knowledge transfer has been recognized as one of the most critical knowledge management topics in the field (Avdimiotis, 2012;Baggio & Cooper, 2010;Borges, Eusébio & Carvalho, 2012;Buckley & Ollenburg, 2013;Dutton & Ells, 2007;Johnson & Lyons, 2011;Panahi, Watson & Partridge, 2013;Shaw & Williams, 2009a;Weidenfeld, Williams & Butler, 2010a).…”