فصلنامه مطالعات مدیریت گردشگری

مدل هتل یادگیرنده برای صنعت هتلداری ایران

نوع مقاله : مقاله پژوهشی

نویسندگان

مرتضی بذرافشان 1
حمید ضرغام بروجنی 2
مهدی کروبی 3

1 دانشجوی دکتری مدیریت گردشگری ، دانشکده مدیریت و حسابداری،دانشگاه علامه طباطبایی تهران،ایران

2 دانشیار گروه مدیریت گردشگری، دانشکده مدیریت و حسابداری،دانشگاه علامه طباطبائی، تهران، ایران

3 استاد گروه مدیریت گردشگری ،دانشکده مدیریت و حسابداری دانشگاه علامه طباطبائی، تهران، ایران

https://doi.org/10.22054/tms.2023.75415.2874
چکیده
محیطی که سازمان‌های مختلف در آن قرار دارند هر روز پیچیده‌تر از گذشته می‌شود و سازمان‌ها ناچار شده‌اند برای ادامه حیات در این خود را با پیشرفت‌های روزافزون دانش و فناوری انطباق دهند و به اقدامات و تغییرات اصولی و مبتنی بر اندیشه نوآوری، انعطاف‌پذیری، پاسخگویی، تعریف خلاقانه مجدد از بازار و فرصت‌ها و منابع جدیدی برای کسب مزیت رقابتی بپردازند. مدیریت این تغییرات نیازمند استفاده مؤثرتر از سرمایه مبتنی بر دانش سازمان‌ است که می‌تواند با ایجاد یک سازمان یادگیرنده تحقق پیدا کند. این مقاله در تلاش است تا مدلی برای تبدیل هتل‌ها به سازمان یادگیرنده ارائه دهد لذا با تدوین سوالات مصاحبه بر اساس ادبیات نظری و کسب نظر خبرگان با روش تحلیل مضمون، عوامل هتل یادگیرنده برای صنعت هتلداری ایران با معرفی 61 مفهوم پایه، 11 مفهوم سازمان‌دهنده و 3 مفهوم فراگیر شامل پیشران‌های هتل یادگیرنده، عوامل هتل یادگیرنده و پیامدهای هتل یادگیرنده ارائه گردید.

کلیدواژه‌ها

سازمان یادگیرنده
هتل یادگیرنده
تحلیل مضمون
صنعت هتلداری ایران
موضوعات

عنوان مقاله English

A Learning Hotel Model for Iranian Hotel Industry

نویسندگان English

Morteza Bazrafshan 1
Hamid Zargham Borujeni 2
Mahdi Karobi 3
1 PhD Student of Tourism Management, Faculty of Management and Accounting Allameh Tabataba'i University, Tehran, Iran
2 Associate Professor, Tourism Management, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran.
3 Professor of Tourism Management, Faculty of Management and Accounting, , Allameh Tabataba’i University, Tehran, Ira
چکیده English

Organizations are forced to adapt themselves to the ever-increasing advances in knowledge and technology in order to survive in this changing environment. They are to take fundamental measures and changes based on innovation, flexibility, responsiveness, creative redefinition of the market and new opportunities, and resources to gain a competitive advantage. These changes are focused on effective use of the knowledge-based capital, which is achieved by creating a learning organization. This article is to present a model for transforming hotels into learning organizations. Therefore, by compiling interview questions based on theoretical literature and obtaining experts' opinions with thematic analysis method, indicators and factors of the learning hotel for the Iranian hotel industry is presented. The model is composed of 61 basic concepts, 11 organizing concepts, and 3 comprehensive concepts including the drivers, the factors, and the consequences of the learning hotel.

کلیدواژه‌ها English

learning organization
learning hotel
thematic analysis. hotel industry of Iran
  1. Ahmad, A., Sulan, N., & Rani, A. A. (2017). Integration of learning organization ideas and Islamic core values principles at university. The Learning Organization, 24(6), 392-400. https://doi.org/10.1108/TLO-05-2017-0051
  2. Aksu, A. A., & Özdemir, B. (2005). Individual learning and organization culture in learning organizations. Managerial Auditing Journal. https://doi.org/10.1108/02686900510592098
  3. Ali, S., Peters, L. D., Khan, I. U., Ali, W., & Saif, N. (2020). Organizational learning and hotel performance: the role of capabilities’ hierarchy. International Journal of Hospitality Management, 85, 102349. https://doi.org/10.1016/j.ijhm.2019.102349
  4. Armstrong, A., & Foley, P. (2003). Foundations for a learning organization: organization learning mechanisms. The Learning Organization, 10(2), 74-82. https://doi.org/10.1108/09696470910462085
  5. Bayraktaroglu, S., & Kutanis, R. O. (2003). Transforming hotels into learning organizations: A new strategy for going global. Tourism Management, 24(2), 149-154. https://doi.org/10.1016/S0261-5177(02)00061-4
  6. Belotto, M. J. (2018). Data analysis methods for qualitative research: Managing the challenges of coding, interrater reliability, and thematic analysis. The Qualitative Report, 23(11), 2622-2633. https://doi.org/10.46743/2160-3715/2018.3492
  7. Bhaskar, A. U., & Mishra, B. (2017). Exploring the relationship between learning organizations dimensions and organizational performance. International Journal of Emerging Markets, 12(3), 593-609. https://doi.org/10.1108/IJoEM-01-2016-0026
  8. Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative research in psychology, 3(2), 77-101.  https://doi.org/10.1191/1478088706qp063oa
  9. Brix, J. (2019). Ambidexterity and organizational learning: revisiting and reconnecting the literature. The Learning Organization. https://doi.org/10.1108/TLO-02-2019-0034
  10. Chinowsky, P., & Carrillo, P. (2007). Knowledge management to learning organization connection. Journal of Management in Engineering, 23(3), 122-130. https://doi.org/10.1061/(ASCE)0742-597X(2007)23:3(122
  11. Doyle, A. M., & Johnson, K. R. (2019). A Revisit of the Learning Organisation: Is It Time? Journal of Information & Knowledge Management, 18(03), 1950030. https://doi.org/10.1142/S0219649219500308
  12. Ellinger, A. D., Ellinger, A. E., Yang, B., & Howton, S. W. (2002). The relationship between the learning organization concept and firms’ financial performance: An empirical assessment. Human resource development quarterly, 13(1), 5-22.  https://doi.org/10.1002/hrdq.1010
  13. Fereday, J., & Muir-Cochrane, E. (2006). Demonstrating rigor using thematic analysis: A hybrid approach of inductive and deductive coding and theme development. International journal of qualitative methods, 5(1), 80-92. https://doi.org/10.1177/160940690600500107
  14. Garvin, D. (1993). Building a learning organization. Harvard Business Review, 71(4), 73-91.
  15. Ghaderi, Z., Mat Som, A. P., & Wang, J. (2014). Organizational learning in tourism crisis management: An experience from Malaysia. Journal of Travel & Tourism Marketing, 31(5), 627-648. https://doi.org/10.1080/10548408.2014.883951
  16. Gomes, G., & Wojahn, R. M. (2017). Organizational learning capability, innovation, and performance: study in small and medium-sized enterprises (SMEs). Revista de Administração (São Paulo), 52, 163-175.  https://doi.org/10.1016/j.rausp.2016.12.003
  17. Griego, O. V., Geroy, G. D., & Wright, P. C. (2000). Predictors of learning organizations: a human resource development practitioner’s perspective. The Learning Organization. https://doi.org/10.1108/09696470010313632
  18. Imani Khoshkhoo, M. H., & Nadalipour, Z. (2016). Tourism SMEs and organizational learning in a competitive environment. The Learning Organization, 23(2/3), 184-200. DOI:10.1108/TLO-07-2015-0043
  19. Jamali, D., Sidani, Y., & Zouein, C. (2009). The learning organization: tracking progress in a developing country. The Learning Organization. https://doi.org/10.1108/09696470910939198
  20. Kanten, P., Kanten, S., & Gurlek, M. (2015). The effects of organizational structures and learning organization on job embeddedness and individual adaptive performance. Procedia Economics and Finance, 23(2015), 1358-1366. https://doi.org/10.1016/S2212-5671(15)00523-7
  21. Kasim, A. (2015). Environmental management system (EMS): Postulating the value of its adoption to organizational learning in hotels. International Journal of Contemporary Hospitality Management, 27(6), 1233-1253.  https://doi.org/10.1108/IJCHM-01-2014-0045
  22. Kim, K. (2020). A measure of adaptive performance and the DLOQ. The Learning Organization. 28(4), 397-412. https://doi.org/10.1108/TLO-03-2020-0047
  23. Lim, D. H., Yoo, M. H., Kim, J., & Brickell, S. A. (2017). Learning agility: The nexus between learning organization, transformative learning, and adaptive performance. Adult Education Research Conference.
  24. Marsick, V. J. (2013). The dimensions of a learning organization questionnaire (DLOQ) introduction to the special issue examining DLOQ use over a decade. Advances in Developing Human Resources, 15(2), 127-132. https://doi.org/10.1177/1523422313475984
  25. Marsick, V. J., & Watkins, K. E. (2003). Demonstrating the value of an organization's learning culture: the dimensions of the learning organization questionnaire. Advances in Developing Human Resources, 5(2), 132-151. https://doi.org/10.1177/1523422303005002002
  26. Moilanen, R. (2005). Diagnosing and measuring learning organizations. The Learning Organization, 12(1), 71-89.  https://doi.org/10.1108/09696470510574278
  27. Nevis, E. C., DiBella, A. J., & Gould, J. M. (1997). Understanding organizations as learning systems.  In Knowledge, groupware and the Internet, pp. 43-64. Routledge. https://doi.org/10.1016/B978-0-7506-7111-8.50004-4
  28. Nicely, A. J. K. (2009). Enhancing Hotel Learning: The Impact of Managers' Engagement in Learning Activities on Their Self-reported Work-related Learning. Oklahoma State University.
  29. Örtenblad, A. (2001). On differences between organizational learning and learning organization. The Learning Organization. 8(3), 125-133. https://doi.org/10.1108/09696470110391211
  30. Palos, R. (2016). Learning in organization. The Learning Organization, 23(1), 2-22. https://doi.org/10.1108/TLO-01-2015-0001
  31. Pedler, M., & Aspinwall, K. (1998). A Concise Guide to the Learning Organization: Managing Change and Learning is the No. 1 Task-wherever You Work: Lemos & Crane.
  32. Pedler, M., Burgoyne, J. G., & Boydell, T. (1996). The learning company: A strategy for sustainable development. In The learning company: a strategy for sustainable development, pp. 243-243.
  33. Pimapunsri, P. (2008). Factors affecting learning organization culture and hotel managers' leadership styles in Thailand. Education Journal of Thailand, 2(1), 34-43.
  34. Pistrang, N., & Barker, C. (2012). Varieties of qualitative research: A pragmatic approach to selecting methods. APA Handbook of Research Methods in Psychology, Vol. 2. Research designs: Quantitative, qualitative, neuropsychological, and biological,  pp. 5–18. American Psychological Association. https://doi.org/10.1037/13620-001
  35. Pokharel, M. P., & Choi, S. O. (2015). Exploring the relationships between the learning organization and organizational performance. Management research review, 38(2), 126-148. https://doi.org/10.1108/MRR-02-2013-0033
  36. Rowden, R. W. (2001). The learning organization and strategic change. SAM Advanced Management Journal, 66(3), 11.
  37. Rowley, J., & Gibbs, P. (2008). From learning organization to practically wise organization. The Learning Organization, 15(5), 356-372. https://doi.org/10.1108/09696470810898357
  38. Saunders, B., Sim, J., Kingstone, T., Baker, S., Waterfield, J., Bartlam, B., Jinks, C. (2018). Saturation in qualitative research: exploring its conceptualization and operationalization. Quality & quantity, 52, 1893-1907. https://doi.org/10.1007/s11135-017-0574-8
  39. Saxena, G. (2005). Relationships, networks, and the learning regions: case evidence from the Peak District National Park. Tourism Management, 26(2), 277-289. https://doi.org/10.1016/j.tourman.2003.11.013
  40. Senge, P. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization. New York, NY: Century Business.
  41. Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization: Broadway Business.
  42. Shao, Z., Feng, Y., & Hu, Q. (2017). Impact of top management leadership styles on ERP assimilation and the role of organizational learning. Information & Management, 54(7), 902-919. https://doi.org/10.1016/j.im.2017.01.005
  43. Sharifirad, M. S. (2011). The dimensions of learning organization questionnaire (DLOQ): A cross-cultural validation in an Iranian context. International Journal of Manpower, 32(5-6), 661-676. https://doi.org/10.1108/01437721111158251
  44. Shin, H., Picken, J., & Dess, G. (2017). Revisiting the learning organization. Organizational Dynamics, 1(46), 46-56. https://doi.org/10.1016/j.orgdyn.2016.10.009
  45. Svetlik, I., & Stavrou‐Costea, E. (2007). Connecting human resources management and knowledge management. International Journal of Manpower. https://doi.org/10.1108/01437720710755209
  46. Watkins, K. E., & Marsick, V. J. (1993). Sculpting the learning organization: Lessons in the art and science of systemic change: ERIC. https://doi.org/10.1002/hrdq.3920060410
  47. Watkins, K. E., & O’Neil, J. (2013). The Dimensions of the Learning Organization Questionnaire (the DLOQ): A Nontechnical Manual. Advances in Developing Human Resources, 15(2), 133-147. https://doi.org/10.1177/152342231347585
  48. Yang, J. (2012). An overview of building learning cities as a strategy for promoting lifelong learning. Journal of Adult and Continuing Education, 18(2), 97-113. https://doi.org/10.7227/JACE.18.2.8

صفحه اصلی

اعضای هئیت تحریریه

ارسال مقاله

هزینه بررسی مقاله ها

تماس با ما