The productive role of innovation in a large tourism organisation (TUI)

Buijtendijk, Harald; Heiningen, Joost van; Duineveld, Martijn

doi:10.1016/j.tourman.2021.104312

Cited by 6 publications

(3 citation statements)

References 30 publications

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“…Pressure is described as the degree to which people are forced to work quickly and have much work to complete [52]. Employees are under constant pressure, for example, the KPIs, to provide quick success in acquiring innovation [53]. Strong competition forces businesses to develop undiscovered and unique tourism products to appeal to customers and minimize expenses, increasing the effort expended engaging in innovative activities [54].…”

Section: Pressuresmentioning

confidence: 99%

Discovering the Sustainable Innovation Service Process of Organizational Environment, Information Sharing and Satisfaction: The Moderating Roles of Pressure

Liu,

La,

et al. 2023

Sustainability

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Sustainability issues have been highly impacted during the pandemic period, and issues of sustainability are receiving increasing attention and have been embedded in tourism and hospitality management. To follow customer changes and sustainability requirements, employee behavior is a significant determinant of organizations’ sustainable service innovation. Data were collected from 454 restaurant employees to confirm the proposed hypothesis and investigate the organization of sustainable service innovation processes. The results showed that organizational environments may encourage employees to engage in information sharing and satisfaction to enhance sustainable service innovation through achievement and improvement. Further, this study also asserts that pressure is a critical attribute that moderates the relationship between achievement and improvement for sustainable service innovation. Theoretical and managerial implications are also introduced and discussed.

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Section: Pressuresmentioning

confidence: 99%

Discovering the Sustainable Innovation Service Process of Organizational Environment, Information Sharing and Satisfaction: The Moderating Roles of Pressure

Liu,

La,

et al. 2023

Sustainability

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“…Frequently, traditional top-down management fails to succeed in such complex change as successful digital transformation depends on employees’ active efforts and engagement in adopting new possibilities (Solberg et al, 2020). Because of its complexity, change triggered by digital transformation requires management to escape from “the rigidity of their own business model” (Buijtendijk et al, 2021, p. 1) and ways of thinking about change. It subsequently requires management to engage employees and to invite them to escape from their set ways as well.…”

Section: Theorymentioning

confidence: 99%

“…Digital transformation is defined as “a fundamental change process, enabled by the innovative use of digital technologies accompanied by the strategic leverage of key resources and capabilities, aiming to radically improve an entity and redefine its value proposition for its stakeholders” (Gong & Ribiere, 2021, p. 12). Although transformation in the tour operating business has been taking place for some time (Cave & Dredge, 2018), we see a pressing need to conduct empirical work in this field: tour operators are continuously developing various digital capabilities, implementing new value chains, and facilitating personalization of tourists’ experiences, to mention but a few examples (Buijtendijk et al, 2021; Personen, 2020; Vlachopoulou & Fouskas, 2022).…”

Section: Introductionmentioning

confidence: 99%

How Employees Experience Digital Transformation: A Dynamic And Multi-Layered Sensemaking Perspective

Schaft

Lub

Heijden

et al. 2022

Journal of Hospitality & Tourism Research

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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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