The Role of Industry 4.0 Tools on Museum Attributes Identification: An Exploratory Study of Thyssen-Bornemisza National Museum (Madrid, Spain)

Orea-Giner, Alicia; Heredero, Carmen de Pablos; Vacas-Guerrero, Trinidad

doi:10.1080/21568316.2021.1873831

Cited by 6 publications

(9 citation statements)

References 69 publications

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“…This section summarizes studies focused on the penetration of I4.0 in distinct stakeholders from the tourism supply chain (e.g., amusement parks, museums, and tour operators). It starts by exploring the implementation of different technologies into businesses and the expected contributions [ 42 , 50 , 51 , 54 ]. Following, the digital maturity of tourism companies is embraced by the studies of [ 35 , 56 ].…”

Section: Findings and Discussionmentioning

confidence: 99%

The implications of industry 4.0 for the tourism sector: A systematic literature review

Rodrigues,

Breda,

Rodrigues

2024

Heliyon

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Section: Findings and Discussionmentioning

confidence: 99%

The implications of industry 4.0 for the tourism sector: A systematic literature review

Rodrigues,

Breda,

Rodrigues

2024

Heliyon

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Section: Methodsmentioning

confidence: 99%

“…The qualitative approach is based on analysing three round-table discussions about RM strategies implemented during the COVID-19 crisis. Previous studies have analysed roundtable discussions to obtain conclusions about the tourism industry and hospitality services (Bratton and Watson, 2018;Dash and Sharma, 2021;Orea-Giner et al, 2021). Since the study aims to conduct a longitudinal study to analyse the contextualisation and overview of all RM measures applied during the crisis, qualitative methods are suitable to elicit a more in-depth and honest response.…”

Section: Methodology 31 Design Of the Research And Approachmentioning

confidence: 99%

A longitudinal analysis of revenue management strategies and measures implemented in the hospitality industry during the COVID-19 crisis

Ballestero

Serrano

Flecha-Barrio

et al. 2023

IMR

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PurposeThis research aims to answer two major research questions related to the COVID-19 crisis from a longitudinal approach: What is the revenue management (RM) role during the different periods subject to analysis? What are the RM strategies and measures implemented during this crisis in contrast with a non-crisis context? It also aims to propose an RM implementation model that provides a contingency plan to face future crises.Design/methodology/approachThis qualitative study, following a longitudinal approach, analyses three round-table discussions with 11 internationally renowned experts during three key scenarios of the COVID-19 crisis: the lockdown period (from March to June 2020) and the following two summer seasons (the post-lockdown period): Post-lockdown I (the summer campaign, 2020) and Post-lockdown II (the summer campaign, 2021). Based on a deductive approach, thematic analysis is conducted using NVivo.FindingsFurther professionalisation of revenue managers, which has enabled the correct application of strategies and measures, highlighting the importance of not lowering prices, the flexibility of booking conditions, the development of other sources of income and the increase in the value of services, amongst others, are key factors in managing this crisis. The longitudinal analysis carried out in three different periods of this crisis shows how these measures have evolved and the contrast with RM application in a non-crisis context. The revenue manager's leadership and proactivity, the holistic organisation of RM marketing, commercial and sales departments and the quick adaptation of RM systems (RMSs) by modifying their algorithms are essential to reducing the impact of COVID-19 on the hospitality industry. This crisis has led the industry to rethink processes and strategies and to increase digitalisation. The proposed model, which considers the various RM strategies and measures implemented during COVID-19 in contrast to a non-crisis context, is the cornerstone for developing a graded contingency plan to face future crises. This research sheds light on the widely discussed role of RM during this crisis.Research limitations/implicationsThis study has various limitations. First, the three round-table discussions were held online due to the health crisis, and the chosen webinar format may have biased the participants' answers due to its public nature. Second, the survey was carried out in Spanish. Despite the strong international profiles of the participants, cultural distortion may appear, suggesting that the research should possibly be extended to other cultural contexts in the future. Third, some of the participants were unable to attend all the round-table discussions due to their professional duties, so people with similar profiles were invited to the rest of the sessions.Practical implicationsThe revenue manager's leadership and proactivity, the holistic organisation of RM marketing, commercial and sales departments and the quick adaptation of RMSs by modifying their algorithms are essential to reducing the impact of COVID-19 on the hospitality industry. This crisis has led the industry to rethink processes and strategies and to increase digitalisation. The proposed model, which considers the various RM strategies and measures implemented during COVID-19 in contrast to a non-crisis context, is the cornerstone for developing a graded contingency plan to face future crises. This research sheds light on the widely discussed role of RM during this crisis.Originality/valueThis work contributes to the literature by providing a model that considers the various RM strategies and measures implemented during COVID-19 in contrast to a non-crisis context. The novelty of this research is mainly found in the conducting of a deductive and longitudinal study considering previous research focussed on RM strategies applied during the COVID-19 crisis and supplementing it with new measures by applying qualitative techniques.

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“…The study adopts a deductive approach (Bingham and Witkowsky, 2021), starting from the literature review and previously presented conceptual framework (Figure 1). This approach is based on qualitative methods allowing to examine two roundtable discussions (Zheng et al, 2020;Orea-Giner et al, 2021b;Damian et al, 2021). The objective is to identify the potential and the challenges to the usage of AI applications in cultural institutions from the perspective of cultural institution experts and cultural tourists.…”

Section: Design Of the Research And Approachmentioning

confidence: 99%

Cultural tourist and user experience with artificial intelligence: a holistic perspective from the Industry 5.0 approach

Orea-Giner

Muñoz-Mazón

Villacé-Molinero

et al. 2022

JTF

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PurposeThe purpose of this paper is to analyse the future of the implementation of artificial intelligence (AI) technologies in services experience provided by cultural institutions (e.g. museums, exhibition halls and cultural centres) from experts’, cultural tourists’ and users’ point of view under the Industry 5.0 approach.Design/methodology/approachThe research was conducted using a qualitative approach, which was based on the analysis of the contents obtained from two roundtable discussions with experts and cultural tourists and users. A thematic analysis using NVivo was done to the data obtained.FindingsFrom a futuristic Industry 5.0 approach, AI is considered to be more than a tool – it as an integral part of the entire experience. AI aids in connecting cultural institutions with users and is beneficial since it allows the institutions to get to know the users better and provide a more integrated and immersive experience. Furthermore, AI is critical in establishing a community and nurturing it daily.Originality/valueThe most important contribution of this research is the theoretical model focused on the user experience and AI application in services experiences of museums and cultural institutions from an Industry 5.0 approach. This model includes the visitors’ and managers’ points of view through the following dimensions: the pre-experience, experience and post-experience. This model is focused on human–AI coworking (HAIC) in museums and cultural institutions.

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The Role of Industry 4.0 Tools on Museum Attributes Identification: An Exploratory Study of Thyssen-Bornemisza National Museum (Madrid, Spain)

Cited by 6 publications

References 69 publications

The implications of industry 4.0 for the tourism sector: A systematic literature review

The implications of industry 4.0 for the tourism sector: A systematic literature review

A longitudinal analysis of revenue management strategies and measures implemented in the hospitality industry during the COVID-19 crisis

Cultural tourist and user experience with artificial intelligence: a holistic perspective from the Industry 5.0 approach

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