School and Hotel Integration: Practices and experiences from stakeholders

Pang, Loretta; Wong, Simon; Wong, Nicole C. M.

doi:10.1016/j.jhlste.2013.04.003

Cited by 10 publications

(6 citation statements)

References 28 publications

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“…The well-recognised changes in the higher education environment and the current profile of hospitality students are likely to lead to new forms of educational provision and partnership models (cf. Feng, Chiang, Su, & Yang, 2015;Pang, Wong, & Wong, 2013;Pizam, Okumus, & Hutchinson, 2013;Zwaal & Otting, 2015). It may also be the case that future provision may involve new, privately-financed educational providers.…”

Section: The Future Of Hospitality Educational Provisionmentioning

confidence: 99%

Challenges in hospitality management education: Perspectives from the United Kingdom

Lugosi

Jameson

2017

Journal of Hospitality and Tourism Management

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Drawing on qualitative data gathered from educators based in the United Kingdom, this paper examines their perceptions of significant challenges facing contemporary hospitality management education. These include: engaging contemporary students, particularly through new technologies; the growing presence of international students; institutional constraints, resource pressures and the distinctiveness of hospitality management education; ongoing tensions between hospitality's intellectual development and its practice focus; and new course designs, delivery models and partnerships. The study also explores their views on how those are likely to evolve in the future. The findings suggest that many of the key challenges are not unique to the hospitality management area, but they also highlight many pressing concerns specific to this sector. Importantly, the findings help to identify how individuals and institutions are responding to particular challenges in higher education.

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Section: The Future Of Hospitality Educational Provisionmentioning

confidence: 99%

Challenges in hospitality management education: Perspectives from the United Kingdom

Lugosi

Jameson

2017

Journal of Hospitality and Tourism Management

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“…Sustainable HRM Kesting and Ulhøi (2010) and Pang et al (2013) noted that innovative decisions are related to frontline employees' knowledge, skills, and practices that create value. Service innovative strategy execution allows firms to identify a process blueprint and secure the best available technology.…”

Section: Multilevel Moderating Effectmentioning

confidence: 99%

“…Consistent with the strategic service innovation theory and the resource-based view (RBV), recent meta-analyses have shown that using SuHRM for training frontline employees is positively associated with customers' brand association (Fernandez et al, 2003;Roper & Davies, 2010). Clarifying the "black box" of such processes is important because it describes how and why the effect of SuHRM unfolds within the service industry (Dias-Angelo et al, 2014;Guchait, 2010;Pang et al, 2013). Practically, frontline employees play key roles to directly convey the brand value and high service quality to customers.…”

Section: Introductionmentioning

confidence: 97%

“…Based on literature review, frontline employees' training and development play critical roles in the service innovation and sustainability process (T. Y. Chang & Hsu, 2010;Pang et al, 2013). The focus of sustainable human resource management (SuHRM) would be developing a variety of outcomes, not just economic outcomes, which would include a range of social and ecological outcomes (Kramar, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Multilevel Linking Service Innovation, Service Sweethearting, and Brand Association: The Moderating Role of Sustainable Human Resource Management

Lee

Wang

et al. 2021

Sage Open

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This study investigated the effects of incremental service innovation on customer brand association and further explored the multilevel mediating and moderating variables underlying this link. Multilevel analyses of the data were conducted using 374 valid questionnaires from employee–customer paired samples in 68 hospitality companies in China. The research results showed that incremental service innovation (supervisor-reported) explained significant variance in customer brand association (customer-reported). The service sweethearting (employee-reported) fully mediated the relationship between incremental service innovation and brand association. Furthermore, sustainable human resource management (supervisor-reported) positively moderated the relationship between incremental service innovation and brand association. This study originally represents a unique contribution to combine the individual and organizational perspectives of service innovation and further confirms the multilevel-moderating effect of sustainable human resource management that enhances the relationship between service sweethearting and customer brand association. Managerial implications and future research suggestions are presented.

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“…Thus, many academic institutions make internship a compulsory subject for undergraduates, while some even extend it to the postgraduate curriculum (Fidgeon, 2010). Such kind of practice is not unexpected as internship programs provide considerable benefits for various stakeholders including students, employers, and academic institutions (Fong, Lee, Luk, Leung, & Law, 2013;Pang, Wong, & Wong, 2013;Singh & Dutta, 2010).…”

Section: Literaturementioning

confidence: 99%

How do hotel and tourism students select internship employers? A segmentation approach

Fong¹,

Lee

Luk

et al. 2014

Journal of Hospitality, Leisure, Sport & Tourism Education

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School and Hotel Integration: Practices and experiences from stakeholders

Cited by 10 publications

References 28 publications

Challenges in hospitality management education: Perspectives from the United Kingdom

Challenges in hospitality management education: Perspectives from the United Kingdom

Multilevel Linking Service Innovation, Service Sweethearting, and Brand Association: The Moderating Role of Sustainable Human Resource Management

How do hotel and tourism students select internship employers? A segmentation approach

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