Luxury Redesigned: How The Ritz‐Carlton Uses Experiential Service Design to Position Abundance in Times of Scarcity

Nixon, Natalie; Rieple, Alison

doi:10.1111/j.1948-7177.2010.00015.x

Cited by 13 publications

(11 citation statements)

References 11 publications

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“…Emotional experiences and design thinking culture. In addition to the presence of physical artifacts, as shown in Appendix B in the supplemental material, our review identified 18 empirical studies showing evidence that the experience of emotion resulted from the use of design thinking tools and also helped to reveal the underlying values, norms, and assumptions of design thinking cultures (e.g., Borja de Mozota & Kim, 2009;Ewenstein & Whyte, 2007;Hargadon & Sutton, 1997;Kimbell, 2015;Nixon & Rieple, 2010;Smith, 2015). These emotional experiences were primarily in the form of feelings of empathy or surprise/delight.…”

Section: Physical Artifacts and Design Thinking Culturesmentioning

confidence: 99%

Design Thinking and Organizational Culture: A Review and Framework for Future Research

Elsbach

Stigliani

2018

Journal of Management

344

301

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Design thinking comprises an approach to problem solving that uses tools traditionally utilized by designers of commercial products, processes, and environments (e.g., designing a new car or the layout of a new airport). While design thinking was originally introduced as an approach that would work best when infused into the culture of an organization, most early studies of design thinking focused on identifying the specific tools and methods that might be used to solve management problems. Only recently have researchers examined how the implementation of design thinking might relate to organizational-level constructs, such as organizational culture. In this review, we examine empirical research (mostly from the past decade) that relates the practice of design thinking to the development of culture in organizations. Through this review, we identify how the use of specific design thinking tools supports the development of specific organizational cultures and vice versa. In addition, we identify how using design thinking tools produces emotional experiences and physical artifacts that help users to understand why and how specific cultures support the effective use of specific tools. Together, our review findings suggest that the experiential nature of design thinking tools and cultures (i.e., that they require people to actively engage in hands-on work) allows them to support one another. On the basis of this insight, we develop a general framework for organizing design thinking research and identify a number of avenues for future research that might advance our understanding of design thinking in organizational contexts.

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Section: Physical Artifacts and Design Thinking Culturesmentioning

confidence: 99%

Design Thinking and Organizational Culture: A Review and Framework for Future Research

Elsbach

Stigliani

2018

Journal of Management

344

301

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“…Using a case study of Ritz-Carlton Hotels, Nixon and Rieple (2010) highlight the importance of service design and systems that help create employee customer engagement and manage CEs. Johansson and Naslund (2009) show how cruise ship experiences are created by the effective management of spaces, passengers and emotions (emotional labor of the service providers).…”

Section: Key Aspects Of Customer Experience Management In the Hospitality Contextmentioning

confidence: 99%

Customer experience management in hospitality

Kandampully

Zhang

Jaakkola

2018

IJCHM

255

112

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Purpose In the contemporary hospitality industry, superior customer experiences are essential in gaining customer loyalty and achieving a competitive advantage. However, limited research addresses this subject. The purpose of this study is to advance scholarly research on customer experience management (CEM) in the hospitality field by providing a comprehensive overview of the key elements of CEM, a framework for managing customer experience and a rich agenda for research. Design/methodology/approach An extensive literature review produces a comprehensive overview of the existing knowledge of CEM. A synthesis of previous literature reveals the need for additional, contemporary information sources. The study is, therefore, supplemented by invited commentaries on CEM from senior scholars and hospitality managers. Findings The proposed model takes a holistic perspective on managing a positive customer experience, through collaboration among marketing, operations, design, human resources and strategy, in association with technology and social media. Research limitations/implications The literature review and commentaries from leading experts reveal six areas for further research on CEM in the hospitality industry. Originality/value This study provides a comprehensive, systematic review of CEM literature and detailed understanding of the mechanisms for managing customer experiences in the hospitality industry. It integrates state-of-the-art CEM knowledge in the generic business context, along with principles of hospitality management, and advances CEM research by emphasizing the need for collaboration among marketing, operations and human resources.

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“…Specifically, servicescape elements (i.e. facility aesthetics, layout, ambience and wayfinding), service product design and social factors are integral to the hospitality experience (Kandampully et al, 2018;Ryu and Jang, 2008;Nixon and Rieple, 2010). These factors impact the functional and experiential dimensions of interactions between the patient and the care team, as shown by the emerging literature on health environment and design (Shepley and Song, 2014).…”

Section: A Hospitality-oriented Patient Experience (Hope) Frameworkmentioning

confidence: 99%

Visioning a hospitality-oriented patient experience (HOPE) framework in health care

Hunter-Jones

Line²,

Zhang

et al. 2020

JOSM

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PurposeThis paper considers the question: what would happen if healthcare providers, like their counterparts in the hospitality industry, adopted the principles of customer experience management (CEM) in order to facilitate a more holistic and personalized patient experience? It proposes an alternative vision of the patient experience by adding to an emerging hospitality–healthcare literature base, this time focusing upon CEM. A hospitality-oriented patient experience (HOPE) framework is introduced, designed to enhance the patient experience across all the touchpoints of the healthcare journey.Design/methodology/approachThis is a conceptual paper that draws upon three distinct literatures: hospitality literature; healthcare literature; and CEM literature. It utilizes this literature to develop a framework, the HOPE framework, designed to offer an alternative lens to understanding the patient experience. The paper utilizes descriptions of three unique patient experiences, one linked to chronic pain, a second to gastro issues and a third to orthopedic issues, to illustrate how adopting the principles of hospitality management, within a healthcare context, could promote an enhanced patient experience.FindingsThe main theoretical contribution is the development of the HOPE framework that brings together research on CEM with research on cocreative customer practices in health care. By selecting and connecting key ingredients of two separate research streams, this vision and paradigm provide an alternative lens into ways of addressing the key challenges in the implementation of person-centered care in healthcare services. The HOPE framework offers an actionable roadmap for healthcare organizations to realize greater understanding and to operationalize new ways of improving the patient experience.Originality/valueThis paper applies the principles of hospitality and CEM to the domain of health care. In so doing it adds value to a hospitality literature primarily focused upon extensive employee–customer relationships. To a healthcare literature seeking to more fully understand a person-centered care model typically delivered by a care team consisting of professionals and family/friends. And to a CEM literature in hospitality, which seeks to facilitate favorable employee–customer interactions. Connecting these separate literature streams enables an original conceptual framework, a HOPE framework, to be introduced.

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Luxury Redesigned: How The Ritz‐Carlton Uses Experiential Service Design to Position Abundance in Times of Scarcity

Abstract: This is a narrative about an organization that has redefined itself in the face of change, using structures and systems to enable fluidity and flux. It is an evolving ª 2010 The Design Management Institute 40

Cited by 13 publications

References 11 publications

Design Thinking and Organizational Culture: A Review and Framework for Future Research

Design Thinking and Organizational Culture: A Review and Framework for Future Research

Customer experience management in hospitality

Visioning a hospitality-oriented patient experience (HOPE) framework in health care

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