The Dialogue: an Essential Component to Consider “Organization as a Community of Persons”

Albert, Marie-Noëlle; Pérouma, Jean-Pierre

doi:10.1007/s41463-017-0024-8

Cited by 15 publications

(12 citation statements)

References 53 publications

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“…Specialists called this phenomenon the shift from vertical hierarchies to networks of specialists or even "networks of work friends" [9,15,58,86]. Several authors have recently written about the hotel seen as a community of persons, or hotels as hubs [101,115,119]. The present study offers additional support to these perspectives.…”

Section: Discussion On the Evolution Of Reverse Mentoring In Hospitasupporting

confidence: 55%

“…Through the content knowledge of reverse mentoring proposed by the 24 participants, the concept of "holoptism" is supported. This means having horizontal knowledge of what the contributions of the other colleagues and vertical knowledge of the aims of a certain decision or project [119]. Responses show that employees in hospitality need access to information within the hotel (goals; shareholders; ownership; HR policy; jobs; acquisitions; brand values; short term strategies); they need the decisional process to be transparent and they prefer to be able to see the roles and contributions of the other colleagues.…”

Section: The Personal Opinions and Suggestions About Potential Ways Tmentioning

confidence: 99%

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Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

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In the present generational context, talent management approaches and practices have evolved from the stage of "war for talent", defined by competitiveness and elitism, to a more collaborative and inclusive "post-war stage". Innovative solutions are increasingly important. In this framework, the main aim of the paper is to confirm that reverse mentoring, a talent management practice which appeared as a response to the necessity to bridge the present generational gap, can be considered a valuable approach in hospitality. Two case studies on the successful implementation of reverse mentoring in Swiss hospitality are presented: the Shadow Comex (Accor) and the ExCom-Y (Mövenpick). Results of a focus-group discussion on the topic of identifying the attitudes and opinions of Romanian employees regarding the implementation of reverse mentoring in hotels are further analyzed. Results support the idea that reverse mentoring has developed and offers great potential for innovation. The present study offers interesting and useful ideas to companies in hospitality on how to implement reverse mentoring. Results from the group discussion demonstrate that Romanian employees have high expectations and innovative approaches regarding the implementation of reverse mentoring, similar to the employees from Switzerland, but they lack trust in their employers regarding the real possibility to implement it.

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Section: Discussion On the Evolution Of Reverse Mentoring In Hospitasupporting

confidence: 55%

Section: The Personal Opinions and Suggestions About Potential Ways Tmentioning

confidence: 99%

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

View full text Add to dashboard Cite

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“…At the same time, when observing the diversity of stakeholders drawing from cultural heritage resources, we can remark that they are connected by interdependencies that reflect, on the one hand, a Bmodel^development process of the cultural heritage awareness among the resident of the region, and on the other hand, they display the complementary character of particular heritage stakeholders' actions in the context of sustainable local development based on cultural heritage resources. These actions are accompanied by clear processes of emancipation and validation of particular stakeholders (Pirson and Turnbull 2011;Relph 2008) which proves that a route is a community of persons whose cooperation is often based on friendship between Broute attendants^and on the willingness to help one another (Albert and Perouma 2017).…”

Section: Discussionmentioning

confidence: 99%

Networks or Structures? Organizing Cultural Routes Around Heritage Values. Case Studies from Poland

Bogacz-Wojtanowska

Góral

2018

Humanist Manag J

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The most common way of managing cultural heritage recently takes form of cultural routes as they seem to offer a new model of participation in culture to their recipients; they are often a peculiar anchor point for inhabitants to let them understand their identity and form the future; they offer actual tours to enter into interaction with culture and history, to build together that creation of the heritage, which so is becoming not only a touristic product, but, first of all, the space for cultural, social and civic activity. Yet, so far, according to what we know, the research problem concerning the method of cultural route organization (points on the route) into solid structures or more of the networked nature, has not been deliberated. A question arises, what values are brought by routes and how to organize routes to be the carriers of the values important for communities, where routes are functioning. And, as a consequence, if, from the point of view of the values of local communities, organizing solid route structures or organizing more widely-spaced, network-based routes would bring effects and what those effects would be. Thus, the posed question is of course scientifically imprecise because a network is a type of structure but presents a given direction for the development of cultural route structures. Our objective here is to present a certain solidity and rigidity of structure with dynamic and smooth understanding of the network. The research presented in the article is based on 3 case studies. We have selected for this purpose the three largest cultural routes in Poland, organized to various degrees. The outcome of the research was referred also to other cultural route organization research.

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“…In a sense, this participation failure is, in part, a symptom of the Drive to Bond (Lawrence and Nohria 2002) being suppressed. A community of persons means taking care of others (Albert and Perouma 2017). As such, in this instance we see a lack of community not only between the service organizations and the beneficiaries of the innovation but also between that organization and other actors like companies, government agencies, and NGOs that try to help the same group of individuals and communities.…”

Section: Typology B: Service Organization With Compassion and Communication But No Collaboration = Outcomes Lack Participationmentioning

confidence: 99%

Humanistic Management of Social Innovation in Service (SIS): an Interdisciplinary Framework

et al. 2019

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Humanistic Management and Transformative Service Research literatures share the common goal of addressing the increasingly growing global challenges faced by humanity. Recently, organizations have been called to further engage in social innovation in service (SIS) in an attempt to address these challenges. However, the existing service literature does not offer explicit processes regarding how to manage these social innovation efforts at the human interaction level. By drawing on both Humanistic Management and Service literatures, this paper develops a conceptual framework to guide the social innovation in service efforts. More specifically, this paper aims to answer a key question of: how can organizations manage human interactions to help maximize social innovation in service (SIS) outcomes? This paper identifies four foundational values (respect, trust, fairness, and inclusion) that should be at the core of the proposed processes (communication, collaboration, and compassion) needed in order to achieve the desired outcomes of SIS (relieving suffering, increasing well-being, and protecting and promoting human dignity). Subsequently, a typology of service organizations is offered with different combinations of processes at the human interaction level, highlighting the synergistic effect of the three identified processes. The proposed framework in this paper is a first step in bridging two disciplines to highlight their potential and role in addressing the global challenges.

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The Dialogue: an Essential Component to Consider “Organization as a Community of Persons”

Cited by 15 publications

References 53 publications

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Networks or Structures? Organizing Cultural Routes Around Heritage Values. Case Studies from Poland

Humanistic Management of Social Innovation in Service (SIS): an Interdisciplinary Framework

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