Incremental innovation of IAQ management in hotels: Specific framework for processes and activities

The Orientation towards Innovation of Spa Hotel Management: The Case of Romanian Spa Industry

Aim/Purpose: This study examined the causal relationship between corporate entrepreneurship, business network, adaptability, and performance in Safety and Health Administration (SHA) Extra Plus-certified hotels in Thailand. The research aimed to understand how various entrepreneurial and operational factors have contributed to the resilience and recovery of the hospitality sector in the post-COVID-19 era. Introduction/Background: The COVID-19 pandemic significantly disrupted the global tourism industry, including Thailand's hotel sector. The SHA Extra Plus certification, which entailed collaboration between hotels and health authorities to ensure safety protocols, has emerged as a critical factor for recovery. This study investigated the relationships between key business practices and the operational performance of SHA Extra Plus hotels. Methodology: A quantitative research methodology was employed for this investigation, utilizing structural equation modeling (SEM) to analyze the relationships between corporate entrepreneurship, business network, adaptability, and performance in SHA Extra Plus-certified hotels. A sample of 339 hotels was selected through stratified random sampling across six geographic regions in Thailand. The survey respondents comprised hotel executives and managers, specifically those responsible for operational and strategic decisions within these establishments. A questionnaire was developed to collect data on key constructs: corporate entrepreneurship, business network, adaptability, and performance. The data were analyzed to assess relationships between these constructs, employing a 5-point Likert scale to evaluate the perceived importance and impact of each factor. Descriptive and inferential statistics, including correlation analysis and path analysis through SEM, were applied to test the hypotheses and examine the strength of relationships among the variables. Findings: The study’s findings indicated that corporate entrepreneurship plays a significant role in enhancing both business networks and adaptability, which subsequently positively impact hotel performance. Specifically, corporate entrepreneurship was found to have a direct, positive influence on business networks (β = .826) and adaptability (β = .501), demonstrating that proactive leadership and innovation in hotel management can foster internal and external networks while promoting organizational flexibility. Business networks were found to significantly influence adaptability (β = .267) and performance (β = .279), emphasizing the importance of robust, collaborative partnerships in navigating the challenges of the post-pandemic tourism market. Adaptability also emerged as a critical driver of performance (β = .281), highlighting that hotels capable of adjusting rapidly to changes in market demand, health protocols, and customer expectations are more likely to succeed in the current volatile environment. The overall model demonstrated a high level of fit, with key fit indices such as RMSEA (.021), CFI (.995), and GFI (.941) indicating that the proposed model accurately represented the relationships between these factors. Contribution/Impact on Society: This research contributes to the body of knowledge on the recovery and resilience of the hospitality industry by providing empirical evidence on the significance of corporate entrepreneurship, business networks, and adaptability in improving hotel performance. The study highlights the interconnectedness of these factors and offers valuable insights for hotel operators, policymakers, and industry practitioners seeking to navigate the complexities of post-pandemic recovery. In particular, the findings suggest that hotels which embrace innovation, foster strong networks, and maintain organizational flexibility are better positioned to overcome crises and thrive in the long term. This research also contributes to the theoretical understanding of how dynamic capabilities, such as adaptability and entrepreneurial orientation, influence performance in the hospitality industry, offering a framework for future research and practice. Recommendations: Based on these findings, it was recommended that hotel managers focus on enhancing corporate entrepreneurship by fostering a culture of innovation, risk-taking, and proactive problem-solving. Strengthening business networks through collaboration with external partners, such as healthcare providers and local businesses, is crucial for building resilience and facilitating rapid adaptation to shifting market conditions. Additionally, hotel operators should prioritize adaptability by encouraging continuous learning, empowering employees, and adopting flexible operational strategies that can be quickly adjusted in response to shifts in demand or external disruptions. These strategies are critical not only for short-term recovery, but also for ensuring long-term sustainability and competitiveness in an increasingly dynamic and uncertain global tourism market. Research Limitation: The study was limited by its focus on SHA Extra Plus-certified hotels in Thailand, which may not fully represent the broader hospitality industry, especially those outside of the certification framework. The sample size, while adequate, was limited to a single country, and future studies could include a wider range of hotel types and geographic locations to increase the generalizability of the findings. Additionally, the research primarily relied on self-reported data from hotel managers, which may introduce biases or limit the depth of insights into operational challenges faced by staff members or customers. Future Research: Future research could expand the scope of this study by examining the role of technology in enhancing adaptability and business networks in the hotel sector, particularly in the context of digital transformation and online customer engagement. Comparative studies between small, medium, and large hotels could also provide further insights into how organizational size and resources influence entrepreneurial behavior, adaptability, and performance. Additionally, researchers could explore the impact of external factors, such as government policies and international tourism trends, on the recovery and performance of SHA Extra Plus-certified hotels.

The article analyzes such a modern hotel innovation as a voice room control system, and also investigates the implementation of this system in hotel management. Existing examples of the implementation of this innovation in the world and in Ukraine were analyzed. The prospects for its development have been determined. Global companies that provide hotel room voice control services are considered. The characteristic features of the operation of the hotel, which has the function of voice control of the room, have been determined. The main possibilities and advantages of the most modern technologies of voice control of the number from those available on the market are considered. A set of voice control functions, which are necessary for solving many tasks in the management of a hotel enterprise, has been studied. It is determined under what conditions the company can receive additional income from the voice control system. The advantages of implementing innovation in hotel management and the benefits for the hotel administration and customers are summarized. The voice control system consists of a smart speaker and smart devices controlled by specialized software. With the help of voice commands, guests will be able to control the temperature and air conditioning of the room, audio-visual systems, order food in the room and tickets for events or transport, leave audio feedback about the stay to the hotel administrators. Also, this system will help to conduct analytics based on the services provided, conducted surveys and feedback. Voice control system can include voice concierge functions so that guests can instantly receive the necessary information related to their stay at the hotel, as well as the ability to quickly contact the administrator. This system also helps free the staff from routine issues and pay more attention to the processes that need their attention. The system is built on a modular basis and the hotel can independently choose the functions that should be in this software, as well as create new ones together with a team of specialists according to its own requirements. For example, an enterprise can choose a module for ordering meals from a hotel restaurant using voice commands.

Purpose The purpose of this paper is to figure out the impacts of soft innovation in the city hotels in general, whereas the focus is on figuring out if there exists a difference in vitality on the components of soft innovation among the hotel categories, as 4 stars, 5 stars and boutique hotels in Izmir, Turkey. Design/methodology/approach The first part is related to a detailed literature review on the soft innovation components as color, sound, light, scent and decoration. Literature review is followed by a qualitative research where expert information on the research topic is collected. Judgmental sampling is used to identify experts’ views where in-depth semi-structured interviews are conducted with 12 hotel managers in Izmir city. The soft innovation hotel application areas taken into consideration are: lobby and reception, rooms, restaurant, bar and ballroom areas, meeting and congress halls, SPA and pools, gardens and landscape and other exterior hotel architecture. Findings The findings of the research reveal the sample hotel managers’ views as all the soft innovation applications are important for all city hotels regardless of their category, meaning that soft innovation may lead to better marketing results. Thus, according to hotel managers, soft innovation offerings have a potential for better customer satisfaction as positive feedback. However, the vitality degree among components changes according to the hotel’s category. For boutique hotels the most important component is found to be the decoration of the hotel, whereas for 4 stars hotels it is light and for 5 stars hotels it is scent. Research limitations/implications The results of this study give relatively limited information because only managers’ point of view are shown. In the research, customers’ perceptions on soft innovation based interviews with the top management of the hotels studied takes place, indicating which may not be the case to reflect the real perception of customers. Therefore, for further researches, it is recommended for the other researches to take into consideration of customers’ point of views as well. Also, time limitation, sample size and application of only qualitative research may be stated as the limitations for this study. Quantitative research applies to customers on the same topic and problem statement is recommended for further studies related to city hotels’ soft innovation applications. Practical implications Motivation of this study is to understand how soft innovation can change hotels’ atmosphere and make it more attractive from the managers’ perceptions. According to hotel managers’ views, soft innovation applications may lead to higher customer satisfaction, but the level of investment among the components may change according to the city hotel’s category. Research implications indicate that hotel managers may optimize the effectiveness of their soft innovation efforts by taking into consideration their hotel type, application areas and innovation category as decoration, color, scent, sound and light. According to hotel managers, decoration-related soft innovation is more important to boutique hotels, lighting-related soft innovation is an effective investment for 4 stars hotels and scent-related soft innovation is a suitable investment for 5 stars hotels. Originality/value The originality of the study lies in the analysis of the components of soft innovation as a means for effective city hotel marketing and innovative management applications. Though it is a very suitable industry for implementation, improvement and development, there are limited studies on soft innovation applications in the hotel industry.

The purpose of this study was to determine the effect of Management Control Systems and innovation on the managerial performance of hospitality services in Malang. The sample used in the study was the manager of seven three-star hotels in Malang. The results showed that the management control system and innovation had an influence on the managerial performance of three-star hospitality services in Malang. These results indicate that the role of management in implementing SPM well through a clear mission and being able to communicate to all members can improve managerial performance, while innovations made through new ideas in hotel management will also improve managerial performance.
 Keywords: Management Control Systems, Innovation and Managerial Performance

The management of innovations in the educational context is a vital process for educational institutions in the face of changes and challenges in contemporary society. It is a strategic approach aimed at the identification, implementation and efficient management of innovations in educational processes. One of the most significant contemporary developments in the management of educational innovations is the influence of digital technology on the learning and teaching process. The integration of technological tools in the educational process has brought with it radical transformations, opening up new opportunities for personalizing learning, access to diverse educational resources and stimulating students’ creativity. Another important trend is also the adoption of innovative teaching methodologies, such as project-based learning, collaborative learning or the STEM (Science, Technology, Engineering and Mathematics j approach. These methods promote the active involvement of students in the learning process, the development of problem-solving skills and stimulate critical thinking. Also, the development of digital skills of teachers is another significant trend. Teachers must be prepared to use technology effectively in the teaching process, evaluate and integrate digital tools in lesson planning, and facilitate a safe and effective digital learning environment. This involves creating an environment conducive to innovation, where new ideas are encouraged, tested and implemented effectively. In conclusion, contemporary phenomena and trends in the management of educational innovations have a significant impact on the development of educational institutions.

The scholarship on total quality management (TQM) has provided little conceptual or pragmatic guidance with respect to the management of its adoption and diffusion throughout the organization. This dearth is especially pronounced with respect to the activities of organizational units which do not produce products to be purchased by customers in the consumer marketplace. This paper describes an exploratory research study which analyzed TQM attempts in one of these units, Public Affairs (PA). Using concepts from the scholarship on managerial innovation, the research focused on the factors which inhibit/facilitate TQM attempts in corporate PA.RésuméLes connaissances actuelles sur la gestion de la qualité totale (GQT) fournissent très peu d'orientation conceptuelle et pragmatique sur la manière de gérer l'adoption d'une telle démarche et son implantation dans tous les secteurs d'une organisation. Elles sont particulièrement lacunaires en ce qui a trait aux activités des unités organisationnelles non productrices de biens destinés au marché de la consommation. Les auteurs décrivent une recherche exploratoire ayant pour objet d'analyser diverses tentatives de GQT dans une de ces unités, les affaires publiques (AP). À l'aide de concepts tirés d'études scientifiques sur les nouvelles techniques de gestion, la recherche se concentre sur les facteurs susceptibles d'empêcher ou de faciliter les essais de GQT dans le service Affaires publiques d'une entreprise.

PurposeAlthough the significance of the learning organization concept is recognised in innovation management, there are only a few studies on the way in which a learning orientation affects new service development (NSD) in the hotel industry in Iran. This paper aims to fill that gap.Design/methodology/approachA questionnaire is designed to ask hotel managers and owners for their thoughts on a range of organizational variables including the nature of learning orientation, NSD and the link with hotel business performance.FindingsUsing 129 hotels in Iran, it was found that NSD can be driven by higher levels of commitment to learning, shared vision and open‐mindedness. Furthermore, a regression analysis suggests that the effect of NSD on performance is positive.Research limitations/implicationsThis paper focuses on senior managers and owners of Iranian hotels who have a specific culture, history and experience. It would be useful to take a similar approach in other established industries with different cultural and environmental characteristics and experience, so that comparisons can be made.Practical implicationsThe findings reinforce the argument that a learning approach, coupled with organizational creativity, is the main prescription for a creative quality process. It also provides a quantum leap in an organization in terms of innovation. Evidence from this paper also shows the importance of managerial emphasis on creating an internal business environment conducive to innovative activities.Originality/valueThe paper shows how learning deficiency is one of the main reasons that companies find it difficult to remain successful in the market.

Araştırma, otel işletmelerindeki işgörenlerin duygusal emek ve işte var olamama düzeylerinin yenilik yönetimine etkisini incelemektedir. Bu kapsamda öncelikle duygusal emek, işte var olamama ve yenilik yönetimi arasındaki ilişki ele alınmaktadır. İkinci olarak ise işte var olamamanın duygusal emek ve yenilik yönetiminin boyutları üzerindeki etkisi değerlendirilmektedir. Araştırmanın verileri anket tekniği ile elde edilmiştir. Çalışma sonuçlarına göre işte var olamama, duygusal emek ve yenilik yönetimini olumlu yönde etkilemektedir. Bu çalışmaya göre işletmeler işgörenlerinin duygusal emek ve işte var olamama düzeylerinin farkında olmalıdır. Söz konusu farkındalığı sağlayan işletmelerin işgörenlerinin duygularını anlama, yeniliği yönetme ve sektörde öncü olma bakımlarından başarılı olacakları söylenebilir. Böylece işletmeler olumlu bir kültürel yapı da oluşturacaklardır. Bununla beraber kendisinin duygularının farkında olan işgörenlerin işte var olamama sorununa karşı daha dayanıklı olacakları ifade edilebilir.

Enhancing business performance of hotels: The role of innovation and customer orientation

This paper’s purpose is to evaluate an overview on input sources on the innovation process and effects of the innovation process as innovation outputs in the hotel industry as a supporting tool for hotel management. The paper defines current different influences and effects of innovation in hotel industry and future modern approaches in the hotel innovation management. It analyses the role of innovation knowledge among the hotel managers in Slovenia. The paper provides a better knowledge of hospitality innovation, especially of the influences and effects of innovation in hotel industry in general and it presents the evaluation report of hotel managers in Slovenia about influences on and effects of innovation process from literature and it gives particular reference to modern approaches (such as open innovation) about upcoming trends in innovation activities in hotel industry.

This paper’s purpose is to evaluate an overview on input sources on the innovation process and effects of the innovation process as innovation outputs in the hotel industry as a supporting tool for hotel management. The paper defines current different influences and effects of innovation in hotel industry and future modern approaches in the hotel innovation management. It analyses the role of innovation knowledge among the hotel managers in Slovenia. The paper provides a better knowledge of hospitality innovation, especially of the influences and effects of innovation in hotel industry in general and it presents the evaluation report of hotel managers in Slovenia about influences on and effects of innovation process from literature and it gives particular reference to modern approaches (such as open innovation) about upcoming trends in innovation activities in hotel industry.

To date, the hotel business of Ukraine is in a state of crisis: many enterprises have ceased operations, some are located in the occupied territories or have suffered destruction, the lack of tourists and the mass outflow of qualified personnel, all this negatively affects the tourism industry and the economy of the country as a whole. In this regard, hoteliers need to introduce new services, attract consumers of hotel services and find innovative solutions for managing accommodation. In the field of service, the human factor is the main factor in the provision of services, therefore, for the effective management and operation of a hotel enterprise, it is necessary to conduct training and professional development of personnel. The research methodology was based on the use of methods of systematic and theoretical analysis, analysis of sources of information on the research problem, and the method of comparison. The article discusses the concept of personnel management in hotels, as well as classical and modern management methods. Taking into account that time does not stand still and new strategies in education are emerging, innovative solutions for training specialists in the hotel sector have been researched. The most popular currently are: elearning system, onboarding, training programs, coaching and motivation programs. All of the above methods are effective, but their combination is the most successful for management. The adaptation of newly hired personnel is of particular importance in the crisis period, in this regard, the stages of the employee onboarding process are considered. Training programs are very popular among hoteliers, so the most popular types of them were investigated as part of the article. The need for systematic training of hotel employees as a basis for increasing the efficiency of their activities and improving the quality of hotel service has been proven. The use of the proposed methods of management and training of hotel employees will accelerate the adaptation of newcomers, professional development of their skills and knowledge, improve communication with visitors and management, increase motivation and reward, care for the well-being of employees, and systematic monitoring and evaluation will help ensure the successful future of the hotel enterprise. The results of the conducted research create a basis for further study of the problem of implementing innovative hotel management solutions, and also require practical implementation in hotel enterprises.

This paper investigates the shift to integrated solutions of incumbent telecommunications operators as part of their business transformation to survive the competitive market. It shows how innovation management and project management can reinforce the various practices at the firm level in order to foster growth and improve performance. Innovation management and project management have different roots and initial drives, but in the last years growing research has been undertaken in order to point out the interconnectedness of both approaches. However, just a few researches have demonstrated how innovation and projects interact and are implemented in practice. Integrated solutions offer such an arena for interaction, and a case study of BT Global Services (BTGS) is used in order to show the interdependencies of innovation and projects. Incumbent telecommunications operators such as BT in the UK need to innovate in order to cope with ever increasing competition in the ICT sector. Driven by a strategy of innovation, BT set up BTGS to deliver integrated solutions projects to large firms. These projects offer in turn a unique position for BT to profit from tacit knowledge about customer needs and wants, innovating for the customers and feeding back to BT’s innovation strategy. This facilitates BT’s long-term strategy in a very competitive and turbulent environment. A theoretical framework, based on a combination of innovation and project management processes, is used to approach the case study of BTGS, and an empirical, more realistic and accurate, framework is offered with the aim of better informing managerial practice.

This paper examines a question of long standing: How can one obtain operational indexes of inventive and innovative activity and technical change? Specifically, for a sample of fifty-seven pharmaceutical manufacturing firms, we attempt to determine how well a simple count of invention patents serves as a surrogate for two alternative measures of technical change: the number of research and development personnel employed, reflecting inputs into the innovative process, and the value of new product sales, which reflects outputs of the process.