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Article
Publication date: 4 March 2014

Roslyn Cameron and Jose F. Molina-Azorin

It has come to the attention of Emerald Group Publishing that the article “The acceptance of mixed methods in business and management” authored by Roslyn Cameron and Jose F

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Abstract

Erratum

It has come to the attention of Emerald Group Publishing that the article “The acceptance of mixed methods in business and management” authored by Roslyn Cameron and Jose F. Molina-Azorin, published in International Journal of Organizational Analysis, Vol. 22 Iss:1, pp.14-29, 2014, was also published in a previous issue of the journal. This occurred due to an error in the editorial process. Please note that all citations of this article should be the following: Roslyn Cameron, Jose F. Molina-Azorin, (2011), “The acceptance of mixed methods in business and management research”, International Journal of Organizational Analysis, Vol. 19 Iss: 3, pp.256-271. The publishers of the journal sincerely apologize to the authors and readers of IJOA.

Details

International Journal of Organizational Analysis, vol. 22 no. 1
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 10 April 2019

Juan José Tarí, Jorge Pereira-Moliner, José F. Molina-Azorín and María D. López-Gamero

This paper aims to examine the impact of external and internal drivers on the dimensions of internalization (daily practices and continuous improvement) of quality standards, the…

610

Abstract

Purpose

This paper aims to examine the impact of external and internal drivers on the dimensions of internalization (daily practices and continuous improvement) of quality standards, the relationship between the dimensions of internalization and their effects on customer, employee, society and organizational results in hotels.

Design/methodology/approach

The study applies a structural equations analysis to test these relationships using empirical data from 176 quality-certified hotels.

Findings

Hotels need internal drivers to internalize a quality system because the external drivers themselves are not able to explain significantly the quality internalization process. This paper shows the significant relationship between the dimensions of internalization (daily practices and continuous improvement) and the importance of continuous improvement (e.g. innovations from quality standards and reflection on how to improve the current work processes) for improved customer, employees, society and organizational results.

Originality/value

To the best of the authors’ knowledge, there are no empirical studies jointly analyzing the drivers of internalization, the relationship between the dimensions of internalization and their effects on different dimensions of results (customers, employees and society) in hotels.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 3
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 20 October 2020

Juan José Tarí, José F. Molina-Azorín, Jorge Pereira-Moliner and María D. López-Gamero

This paper examines the relationships between: (1) motives for internalization of a quality system, (2) the internalization of a quality system and (3) customer results, employee…

189

Abstract

Purpose

This paper examines the relationships between: (1) motives for internalization of a quality system, (2) the internalization of a quality system and (3) customer results, employee results and social results in public organizations by means of replication research

Design/methodology/approach

First, the work applies a quantitative study to test hypotheses using structural equations based on the Partial Least Squares (PLS) approach. Then, a qualitative study is carried out to support the quantitative results obtained

Findings

Results show that internal and external motives affect internalization, and that the most important issues for internalization are commitment, communication, training, recognition and follow-up. In addition, continuous improvement is key in order to enhance customer results, employee results and social results

Originality/value

The contribution of this work is that it provides empirical support to prior research on internalization focused on manufacturing and service organizations, and extends these results to the case of public organizations

Propósito

Este trabajo analiza la relación entre: a) los motivos para interiorizar un sistema de calidad, b) la interiorización de un sistema de calidad y c) los resultados de clientes, empleados y sociedad en organizaciones públicas, a través de un estudio que replica los análisis previos sobre interiorización realizados en organizaciones manufactureras y de servicios.

Diseño/metodología/enfoque

Interiorización de la calidad en organizaciones públicasPara conseguir este objetivo se realiza primero un estudio cuantitativo para comprobar las hipótesis a través de un análisis de ecuaciones estructurales desde el enfoque Partial Least Squares (PLS). Posteriormente se realiza otro estudio cualitativo para apoyar los resultados cuantitativos obtenidos.

Resultados

Los resultados muestran que los motivos internos y externos influyen en la interiorización y que los aspectos más importantes para interiorizar un sistema de calidad son la implicación, la comunicación, la formación, el reconocimiento y el seguimiento interno. Además, la mejora continua es clave para mejorar los resultados de clientes, empleados y sociedad.

Originalidad/valor

La contribución del trabajo es que proporciona apoyo empírico a los resultados de trabajos previos sobre interiorización centrados en organizaciones manufactureras y de servicios y extiende estos resultados al caso de organizaciones públicas.

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Article
Publication date: 11 April 2016

Jorge Pereira-Moliner, Eva M. Pertusa-Ortega, Juan José Tarí, María D. López-Gamero and Jose F. Molina-Azorín

The aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive…

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Abstract

Purpose

The aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive advantage.

Design/methodology/approach

The study uses a partial least squares approach to test these relationships in 350 hotels in Spain.

Findings

The findings show that QM influences specialization, formalization and interdepartmental interactions, and that QM practices influence both cost and differentiation competitive advantage. The results also indicate the importance of QM strategic and operational systems as practices that have a key impact on the characteristics of organizational design. Similarly, the QM operational system is key in the relationship between QM and cost competitive advantage. Finally, the QM operational, information and strategic systems positively influence differentiation competitive advantage.

Practical implications

When hotels adopt QM practices, there will be significant changes in a number of organizational variables, including specialization, formalization and interdepartmental interactions. This paper provides empirical evidence that QM practices improve both cost and differentiation competitive advantage in the hotel industry.

Originality/value

There has been little research on the effects of QM on organizational design in the hotel industry. The contribution of this paper is that analyze the effects of QM on organizational design and competitive advantage, extending knowledge about these issues in a specific sector.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 4
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 16 January 2023

Juan José Tarí, Silvia Portela Maquieira and José F. Molina-Azorín

This work examines the relationship between transformational leadership and enablers and results of the European Foundation for Quality Management (EFQM) model 2013 and the…

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Abstract

Purpose

This work examines the relationship between transformational leadership and enablers and results of the European Foundation for Quality Management (EFQM) model 2013 and the relationship between the EFQM model elements (enablers and results).

Design/methodology/approach

The work employs partial least squares (PLS) and empirical data from 102 hotels.

Findings

Transformational leadership is key to facilitate the enablers of the EFQM model (strategy, people, partnership and processes) and improve customer, employee and social results and organizational performance.

Originality/value

The present work expands previous studies that focus on analyzing the link between enablers and results of EFQM by showing that transformational leadership is an appropriate leadership style to foster the EFQM model elements. It empirically supports the view that transformational leadership is a facilitator that can foster the EFQM enablers and improve results in hotels. Thus, it also sheds light on the controversial link between transformational leadership and various performance measures (customer, employee and social results and organizational performance).

Details

Business Process Management Journal, vol. 29 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

Available. Open Access. Open Access
Article
Publication date: 15 June 2020

Silvia Portela Maquieira, Juan José Tarí and José F. Molina-Azorín

This work analyses quality management (through the European Foundation for Quality Management-EFQM-model) and transformational leadership in hotels in Spain.

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Abstract

Purpose

This work analyses quality management (through the European Foundation for Quality Management-EFQM-model) and transformational leadership in hotels in Spain.

Design/methodology/approach

The study analyses 102 5-star and 5-star large luxury hotels that answer a questionnaire on transformational leadership and the EFQM model. It analyses the degree of importance of quality and transformational leadership in hotels, the significant differences between groups of hotels (according to stars, size, modality and type of product) and the association between transformational leadership and quality.

Findings

The results show the levels of quality and transformational leadership, minor significant differences between groups and an association between the two variables. In general, chain-affiliated hotels have a higher level of leadership and a more advanced employee and process management than independent hotels. Also, those hotels that focus on a vacational product show a lower attention to the strategy dimension in the EFQM model. The number of employees is not an important factor to adopt quality. Finally, transformational leadership allows hotels to advance in the development of quality management.

Originality/value

Although there are studies on quality management that show the importance of leadership for quality, there are few studies that examine transformational leadership and quality in the same study, mainly in the tourism industry, and especially in the case of the hotel industry.

Details

Journal of Tourism Analysis: Revista de Análisis Turístico, vol. 27 no. 2
Type: Research Article
ISSN: 2254-0644

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Article
Publication date: 26 July 2011

Roslyn Cameron and Jose F. Molina‐Azorin

The purpose of this study is to examine the prevalence of mixed methods research across several business and management fields and to gauge the level of acceptance of mixed…

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Abstract

Purpose

The purpose of this study is to examine the prevalence of mixed methods research across several business and management fields and to gauge the level of acceptance of mixed methods within these fields.

Design/methodology/approach

The methodology employed for this study involved synthesizing the findings from six large‐scale methodological scans of business and management discipline journals in seven fields: marketing, international business, strategic management, organizational behaviour, operations management, entrepreneurship and human resource management.

Findings

The study finds that quantitative studies dominate all seven fields (76 per cent of empirical articles) followed by mixed methods (14 per cent of empirical articles) and qualitative studies (10 per cent of empirical articles). In applying the framework for acceptance levels, it would seem there exists minimal acceptance of mixed methods across these fields.

Research limitations/implications

The study has limitations related to the coverage of different disciplines and differences in sample sets. More extensive research is planned for the future and will involve an expanded mixed method prevalence rate study across additional business and management fields.

Practical implications

The growing use of mixed methods has practical implications for research training and capacity building within business schools. The study points to the need to develop research capacity through the introduction of postgraduate courses in mixed methods and advanced research skills training for existing researchers.

Originality/value

Mixed methods is a relatively new and emerging methodological movement. This paper attempts to gauge the use and level of acceptance of mixed methods across a diverse range of business and management discipline areas.

Details

International Journal of Organizational Analysis, vol. 19 no. 3
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 13 July 2015

Jorge Pereira-Moliner, Xavier Font, Juan José Tarí, Jose F. Molina-Azorin, Maria D. Lopez-Gamero and Eva M. Pertusa-Ortega

This paper aims to analyse the influence of environmental proactivity on cost and differentiation competitive advantages, and to explore the double relationship between…

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Abstract

Purpose

This paper aims to analyse the influence of environmental proactivity on cost and differentiation competitive advantages, and to explore the double relationship between environmental proactivity and business performance.

Design/methodology/approach

The population consists of all three- to five-star hotels in Spain. A sample of 350 hotels was classified according to environmental proactivity and performance levels, employing a two-step cluster analysis. Significant differences between groups were examined.

Findings

The results show two types of environmental behaviour (reactive and proactive), with proactive hotels developing significantly better on both cost and differentiation competitive advantage and achieving significantly higher performance levels. Hotels which achieve above average business performance levels are significantly more environmentally proactive.

Research limitations/implications

The present paper demonstrates that environmental management is related to competitive advantages and business performance. Environmental management systems are more developed in higher category, chain-affiliated and larger hotels. This could be due to having more resources to develop their environmental capability. The environmental proactivity scale employed in this study is presented as a reference measure for hotel managers to benchmark their current practices and implement environmental improvements.

Originality/value

First, measuring environmental proactivity using four managerial systems (operative, information, strategic and technical) is innovative and provides a more detailed approach to measuring environmental proactivity. Second, demonstrating a double association between environmental proactivity and performance provides fresh insights into the relationship between these variables.

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Article
Publication date: 18 May 2023

Jorge Pereira-Moliner and José F. Molina-Azorín

This study aims to highlight the importance of developing academic research in tourism and hospitality management into a more responsible approach, applying a multistakeholder…

293

Abstract

Purpose

This study aims to highlight the importance of developing academic research in tourism and hospitality management into a more responsible approach, applying a multistakeholder model. This multistakeholder approach forces the tourist community to be considered when identifying the gaps and impacts of academic research.

Design/methodology/approach

This study suggests action research as one of the appropriate methodological approaches for conducting responsible research, as action research allows challenges to be overcome through the interaction of researchers and stakeholders. Principles of responsible research are indicated and exemplar studies that use action research are described.

Findings

Proposals and recommendations for responsible research are identified, such as demand-driven research, action research as a methodological approach and a way to address societal challenges, and the importance of considering the research ecosystem. In addition, some advantages (funding, reputation and legitimacy) and barriers (resources and publication) of responsible research are explained.

Practical implications

Practical implications are described. Conducting responsible research is oriented toward identifying real practical implications proposed and validated by the tourist community instead of being proposed solely by the researchers.

Social implications

This paper emphasizes the need to work together with the tourist community and their stakeholders to enhance the real societal impact of academic research in tourism and hospitality management.

Originality/value

The authors would like to raise a self-critical debate for the future enrichment of research in the tourism industry. Research in this industry can contribute to solving significant societal problems. Responsible research can help scholars to be part of the solution to these challenges, working together with different tourism stakeholders.

Details

International Journal of Contemporary Hospitality Management, vol. 36 no. 3
Type: Research Article
ISSN: 0959-6119

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Book part
Publication date: 9 December 2016

Ming-Hsuan Wu, Weerapon Thongma, Winitra Leelapattana and Mei-Ling Huang

This study seeks to investigate issues transpiring in green hotels from a human resource perspective which is unlike most green-hotel studies centering on consumer behavioral…

Abstract

This study seeks to investigate issues transpiring in green hotels from a human resource perspective which is unlike most green-hotel studies centering on consumer behavioral subjects. It hypothesizes that the employees’ green ability consisting of environmental awareness, environmental knowledge, and environmental skill creates a positive impact on hotels’ green ability and ultimately on the overall performance of hotels. Using alumni from a tourism and hospitality program, this study collects 233 responses from a structured questionnaire survey. The findings indicate that hotel employees approximately contribute toward a fifth of the hotels’ ability to implement greener practices.

Details

Advances in Hospitality and Leisure
Type: Book
ISBN: 978-1-78635-615-4

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