Artificial intelligence (AI) in Luxury Hospitality: Balancing Efficiency and Human Connection

The luxury hospitality sector is being transformed by AI, driven by the need to enhance guest experience, improve operational efficiency, and address labour shortages.  However, this transformation challenges the traditional, human-centric model of service in luxury hospitality. Technologies such as chatbots, virtual concierges, and predictive analytics allow for the customisation of services by analysing guest preferences, creating a highly personalised experience [1]. This efficiency, combined with being able to operate 24/7, strengthens the case for widespread adoption in the industry, but what does this mean for the human-centric service that luxury hospitality is built on? There is no doubt that AI enhances efficiency by automating routine tasks: check‑in/out, room service, and billing, allowing staff to focus on more complex and personalised guest interactions. This not only improves the guest experience but also reduces operational costs, leading to more effective resource allocation. AI-driven systems can process vast amounts of data, enabling establishments to quickly adapt to changing preferences and market trends, which is crucial in the competitive luxury sector [2]. However, some argue that the human element characterised by warmth, empathy, and personal connections, is irreplaceable in luxury hospitality. These qualities form the essence of the guest experience, and they remain difficult for AI to replicate. Traditional luxury hospitality focuses on anticipating unspoken wishes and providing memorable experiences through meaningful human interactions [3]. In contrast, AI delivers consistent service quality, addressing the variability that human service often experiences due to employee turnover, training differences and other factors. In the luxury sector, where perfection is expected, AI’s ability to learn and improve continuously is invaluable [4]. Nevertheless, human qualities such as emotional intelligence, intuition, and an understanding of human nature are still required—aspects that AI cannot presently emulate [5]. Some critics warn that overreliance on AI could erode the personal touch that distinguishes luxury hospitality. While AI is efficient in managing routine service tasks, it may fall short in resolving complex issues requiring empathy, creativity, and nuanced judgment, all of which are essential for creating unique luxury experiences and fostering loyalty. Furthermore, excessive reliance on technology could result in a more transactional, less emotionally satisfying luxury experience for guests [6]. However, AI is here to stay and could redefine luxury hospitality. The challenge now is to blend the precision of AI with the warmth of human interaction, offering the sector powerful new ways to enhance the guest experience. An example of this could be guests being welcomed by name, having their preferred room pre-selected with ambient settings adjusted to their liking, and their favourite welcome drink already prepared. AI can ensure that all of this is anticipated and delivered consistently. Meanwhile, staff informed by these AI insights, can focus on delivering high-touch, intuitive service — engaging with the guests in meaningful ways, offering spontaneous upgrades, personalised recommendations, and responding empathetically to their needs in the moment. This approach could add exceptional value in the luxury hospitality sector by elevating both consistency and emotional resonance. The use of AI could empower staff to focus on moments that truly matter, while eliminating inefficiencies and errors. The result could be a luxury guest experience that feels effortless yet deeply personalised — reinforcing the brand’s identity as both innovative and authentically human. This would not only improve operational flow but also deepen guest loyalty and differentiate luxury hospitality. Those who adopt this blended approach could balance efficiency and human connection to their advantage.   &nbsp

Luxury lost in translation: The flaws in Airbnb’s badge system

The global rise of peer-to-peer accommodation platforms such as Airbnb has reshaped the lodging landscape. The platforms offer everything from budget stays to luxury escapes relying on the ‘Superhost’ badge to indicate hosting excellence. However, in November 2023, Airbnb introduced a new recognition system -  ‘Guest Favourites’- and removed the ‘Superhost’ filter [1]. This shift has raised questions as to how effectively these designations reflect guest satisfaction, particularly in the luxury segment, where service quality and property features are critical. On the one hand, the ‘Superhost’ status is host-centric, based on consistent performance indicators such as high ratings, responsiveness (90%+), low cancellations, and minimum booking counts [2]. In contrast, ‘Guest Favourites’ highlights the appeal of the accommodation itself, emphasising high review scores, frequent bookings, and overall guest popularity [3]. This latter designation shifts the emphasis from the intangibility of host behaviour to the tangible attributes of the property (e.g., décor, cleanliness, amenities or location)

Vol 9 No 2: Building Inclusive Excellence

Kei tēnā, kei tēnā, kei tēnā anō tōna ake āhua, tōna ake mauri, tōna ake mana Each and every one has their own uniqueness, life essence and presence   Kia ora tatou, Our journal is for the hospitality industry and for our community. It provides peer reviewed research and opinion pieces to engage and continue conversations on issues facing our industry. This issue offers insights into access, representation, and quality across different aspects of hospitality. We begin with research on website accessibility for guests with disabilities, followed by an examination of gender representation on hospitality professional boards. The issue then explores employment conditions for chefs in New Zealand, Airbnb's luxury badge system, and concludes with an analysis of Michelin-rated cuisine as portrayed in food films The Hundred-Foot Journey and Ratatouille. These articles provide food for thought on who can access our services, who shapes our industry, workplace experiences, quality markers, and cultural representations of hospitality excellence. We hope these research summaries spark dialogue about what true hospitality excellence looks like when we center equity, accessibility, and authentic quality in our education, research, and practice - building an industry that is genuinely hospitable to all. Heading into the holiday season, the editorial team wish you a renewing and relaxing break with your whānau. We hope you enjoy reading this issue and look forward to sharing new and fascinating research with you in 2026. Ngā mihi o te ta

AI in Hospitality

AI, or Artificial Intelligence, is disrupting many industries, and hotels have not escaped the opportunities and challenges that ‘AI-enhanced products’ bring. Hotels within the Jetpark Hotels group have successfully adopted robots across restaurant operations, housekeeping, and, more recently, new software within reservations and revenue management systems. Implementing these products has required careful consideration and planning to realise their benefits. Initially, there was scepticism and much research to find the right solution for the business. Employees were also concerned that adopting these products might signal that their jobs would be at risk. However, as these robots have proven their usefulness, employees have come to appreciate the time saved in their day. This, in turn, has opened opportunities for them to focus on tasks that, at this stage, only a human can do.The hospitality industry is one of the oldest ‘trades’ in the world and has always relied on people to operate in various areas of a hotel or restaurant. This labour force, however, represents one of the largest expense lines on the profit and loss statement. Therefore, finding ways to increase productivity or reduce the number of employees, is a major driver for exploring alternative solutions—enter Lilly, the restaurant robot! Lilly is a tall, rectangular column with multiple shelves designed to hold either plated meals, clean dishes, or dirty crockery and cutlery. Her main purpose is to transport these items between the kitchen and restaurant areas. On busy mornings, when the breakfast buffet serves nearly 200 people in a short time, Lilly’s assistance to staff is a real time-saver. She effectively saves staff members from making multiple trips to and from the kitchen with dirty dishes, allowing waitstaff to prepare fresh tables more quickly, and attend to guest service. The result is a reduced risk of collisions, breakages, and manual handling injuries [1]. The entire restaurant has been mapped with a digital pathway, and Lilly can be ‘called’ to a section of the restaurant using buttons positioned inconspicuously under the tables. Likewise, when a large group is dining, their order can be delivered to the table all at once, rather than through multiple trips from the waitstaff. Lilly has now been ‘employed’ by the company for over a year. She has not takenany sick days, and her statistics show a steady increase in the number of tasks, kilometres travelled, and hours in operation each day. Other employees now attest to her value, and guests enjoy the novelty of the ‘show’ as she glides through the restaurant [1]. Similarly, the housekeeping team has come to appreciate the time and back-saving benefits of their ‘vacuuming robot’. This task is now entirely handled by this vacuum cleaner, leading to savings in public area cleaning, while allowing cleaners to focus on areas that require a ‘human touch’. Additionally, the risk of injury for employees has been reduced, as highly repetitive tasks that cause wear and tear on the body have been minimised [2].In the reservations team, a new software product has been implemented to help managers optimise the sale of the hotel’s inventory. Since hotel rooms are a perishable product, it is essential to sell each room at the optimal price and rate, especially in today’s competitive market. The software continuously ‘learns’ trends in occupancy, pricing, competitor activity, group dynamics, and many other variables that can impact room sales. Reservations and revenue team members can now make faster, more profitable decisions, achieving better results for the business than ever before [3]. In summary, these technologies have become an integral part of hotel operations—tools our team would not consider parting with now that we fully understand their benefits from revenue generation, cost-savings, and staff engagement perspectives. Will there be a day when robots replace people entirely in hospitality business? Perhaps not. However, discovering further opportunities for software, technology, and AI to enhance and assist the workforce and guests is a no-brainer

‘You can’t be what you can’t see’: : The case for greater representation on UK hospitality professional boards.

Despite being one of the UK’s largest and most diverse sectors, hospitality struggles with a lack of diversity on the boards of professional membership associations (PMAs), which have remained overwhelmingly homogenous. Visible diversity on boards, displayed on their websites, can be a signal that barriers to inclusion can be overcome, whilst lack of representation can discourage professionals to want to join such an association and question their ability to respond to the needs of its members, the very essence of PMAs. The composition of PMA boards is an under researched area, and deserves greater insights, particularly as the leadership skills gained through board membership can assist progression within the workplace and the profession (Fyall and Gazley, 2015). This article calls for greater representation on UK hospitality professional boards to foster an inclusive culture, ensure their continued relevance, and inspire the next generation of leaders

Editorial

Whaowhina te kete mātauranga Fill the basket of knowledge.   Kia ora tatou,   Welcome to our first special issue of Hospitality Insights on AI and robotics. As the whakataukī (Māori proverb) suggests, when people stop learning, they stop growing. Therefore, this focused issue is dedicated to exploring the introduction and growth of AI and robotics, which are both changing the world of hospitality exponentially. In keeping with the journal’s aims, industry and academia experts have come together to examine the impact of AI and robotics in the hospitality industry, critically evaluating applications in industry and debating the importance of the human touch. The issue begins with two opinion pieces, the first one is on the adoption of robots across restaurant operations and housekeeping in the JetPark Hotels group, as well as the implementation of new technologies in reservations and revenue management systems. The second opinion piece debates the use of AI in luxury hospitality and the need to balance efficiency with the human connection. The first research article explores how design, ease-of-use, and self-efficacy shape guest experiences in ‘smart’ hotel rooms. The second article highlights how AI is changing Aotearoa New Zealand’s food and beverage industry. And the last article examines the future of the hospitality workforce, discussing Al and its disruptive effects.   We hope you enjoy reading this issue

AI and the Future Hospitality Workforce: Disruption, Decisions, and a Human Touch

Staff shortages, recruitment challenges, and rising guest expectations force hospitality organisations to rethink how they manage people. Artificial Intelligence (AI) is increasingly being introduced to support this shift. AI tools are reshaping how hospitality teams are built and supported. But for an industry that thrives on warmth, empathy, and personal service, the rise of automation raises key questions. How can AI be leveraged to support, rather than replace, the human touch? And how can hospitality professionals be prepared to work alongside intelligent systems. This article draws on two completed research projects and one viewpoint article exploring how AI reshapes hospitality talent management. The first was a qualitative study on Gen Z career expectations based on interviews with hospitality students and recent graduates [1]. The second research applied scenario planning methods to imagine four possible AI-driven futures for hospitality work by 2035 [2]. The third article focused on curriculum redesign and graduate preparedness for working with intelligent systems [3]. Together, these projects offer original, practice-focused insights for an industry in transition. What Gen Z wants and what AI misses A study on Gen Z talent management offers a clearer picture of the values and expectations shaping this emerging workforce [1]. Gen Z seeks more than just employment; they desire purpose, meaningful work, and growth opportunities. Notably, they are not inherently impressed by automation. If AI is deployed in ways that depersonalise the workplace or limit human interaction, it risks disengaging the very individuals it aims to support. In this way, Gen Z serves as a compass: their expectations remind the industry that technology must serve people, not the other way around. This tension is explored in a second paper using scenario planning based on a variation of the Shell Method and Dator’s Alternative Futures Framework [2, 4, 5]. The study explored how AI might reshape hospitality work by 2035. Four possible futures were developed, from highly efficient AI-driven workplaces to balanced environments where humans and machines collaborate. The findings were clear: in scenarios where AI human element, risks such as ethical dilemmas, reduced service quality, and employee dissatisfaction increased. However, these benefits are contingent on AI being used transparently, ethically, and in alignment with organisational values, especially given persistent concerns around algorithmic bias, opaque decision-making, and trust in AI systems [6]. Yet even in the most balanced scenarios, a critical question remains: who decides how and when AI is used? Together, these insights point to a growing consensus: AI must not only enhance operational efficiency, but also align with human-centred values to remain relevant to a values-driven, purpose-seeking Gen Z workforce [7, 8]. This brings us to how AI is shaping decision-making itself. When AI decides for us AI is already quietly influencing decision-making processes. A review of Hilke Schellmann’s book The Algorithm reflects how automated decision-making reshapes HR practices [9]. AI now plays a role in determining who gets interviewed, promoted, or even dismissed. These tools promise objectivity but are only as fair as their training data, and often lack transparency. Without careful oversight, there is a risk of outsourcing profoundly human decisions to systems lacking empathy, context, and accountability.This challenge underscores the role of education. The paper Transitions into the Futures argues that hospitality education must evolve urgently [3]. Static skills are no longer sufficient. Graduates must understand how to work with AI, interpret its outputs critically, and engage with its ethical implications. AI literacy—understanding the capabilities and limitations of these systems—should be embedded in all hospitality curricula. While education lays the foundation, it is equally vital for hospitality leaders to understand how these insights translate into everyday operational practice. Implications for hospitality practice AI offers tangible benefits to hospitality HR when applied with care. It can reduce administrative burdens, personalise learning journeys, and help managers identify early signs of disengagement or burnout. It can streamline recruitment, support diversity objectives (when thoughtfully designed), and generate valuable insights for workforce planning. However, these benefits are contingent on AI being used transparently, ethically, and in alignment with organisational values, especially given persistent concerns around algorithmic bias, opaque decision-making, and trust in AI systems [6, 3]. To integrate AI effectively, hospitality leaders could start by identifying low-risk, repetitive HR tasks that can be automated.Piloting small-scale tools, such as AI-assisted scheduling, training recommendations, or CV screening, allows space for testing and feedback. Investing in AI literacy for management teams, and involving staff in the process, can help build trust and reduce resistance. At its heart, hospitality remains a human-centred industry. No algorithm can replicate a warm welcome, an intuitive act of service, or a moment of genuine connection between guest and team member. It is worth embracing AI if it creates more time and space for these interactions. However, if it distracts from the human relationships that define the industry, careful reflection may be required. Ultimately, the goal should not merely be smarter systems, but a more equitable, responsive, and human approach to hospitality. By adopting this approach, industry can ensure that technological progress empowers people rather than marginalises them, making AI an ally to hospitality, not its replacement

Smart Solutions for Tough Times: How AI is Transforming New Zealand's Food and Beverage Industry

Aotearoa New Zealand’s food and beverage (F&B) industry is facing significant challenges, including rising operational costs, workforce shortages, and increasing consumer demand for personalised and sustainable dining experiences. The impacts of inflation, supply chain disruptions, and changing market dynamics have placed substantial pressure on businesses to adapt quickly while maintaining profitability and customer satisfaction. In this complex environment, artificial intelligence (AI) may emerge as a valuable tool, offering practical solutions to enhance efficiency, optimise resource management, and improve customer experiences. Byautomating routine tasks, refining revenue management strategies, and supporting sustainability initiatives, AI may help businesses build resilience and maintain a competitive edge in a dynamic market. This study presents a discussion of the current opportunities and challenges associated with AI adoption in New Zealand’s F&B sector, drawing on secondary research sources to synthesise insights from recent literature and industry examples. Four key areas are explored where AI may add value to the sector: inventory management, operational efficiency in food production, customer service enhancement, and revenue maximisation. One critical area where AI is poised to add value to New Zealand’s F&B sector is inventory management. Through advanced predictive analytics, AI platforms can forecast consumer demand more accurately, enabling businesses to optimise inventory levels and minimise waste [1]. This targeted approach reduces costs associated with both overstocking or understocking, enhancing economic sustainability and improving service availability. Operational efficiency in food production has been significantly enhanced by AI- driven technologies that streamline processes from raw material preparation to final dish presentation. For example, IBM’s AI- powered Chef Watson utilises extensive culinary databases and algorithms to generate novel ingredient combinations, supporting restaurants in offering distinctive and personalised menus [2]. In the kitchen, AI can automate order management, prioritise tasks, andmaintain hygiene by using computer vision systems that assess ingredient freshness [3]. SkyCity Auckland’s adoption of water- cutting technologies and automated chocolate tempering machines illustrates how AI driven automation can boost production efficiency by performing tasks that previously required multiple staff members [4]. In addition to enhancing back-of-house operations, AI-powered technologies are increasingly supporting customer service delivery in the F&B sector. Self-service kiosks, chatbots, and QR code ordering systems can increase service efficiency and personalisation [5], although experiences can vary based on customers’ technological familiarity and preferences. For example, BellaBot from PUDU Robotics (deployed at Sudima Auckland Airport) supports waitstaff by delivering food to tables, thereby reducing physical workload and allowing staff to focus on complex interactions [6]. At Christchurch International Airport, the humanoid robot ‘Pepper’ interacts with guests by answering basic queries about airport facilities, providing directions, and promoting contactless engagement through verbal and touch free communication. Designed to offer a friendly and accessible service experience, Pepper helps manage guest flow in public spaces, particularly during peak travel times, and reduces the need for close human contact, which remains important in a post pandemic environment [7]. However, reliance on AI driven service delivery may risk diminishing the personalised, empathetic interactions traditionally valued in hospitality settings, particularly where human warmth and emotional intelligence are expected as part of the guest experience [8]. Dynamic pricing and revenue management are further enhanced by AI’s ability to effectively utilise real time data. New Zealand’s tourism businesses are increasingly adopting AI driven revenue management systems to adjust pricing dynamically, maximising profitability and responsiveness to market conditions [9]. AI systems continuously analyse variables, such as seasonal fluctuations, competitor pricing strategies, consumer preferences, and booking trends, enabling precise and flexible pricing decisions [10]. For example, online booking platforms operating across New Zealand (e.g., Book Me [11]) leverage AI to provide dynamic pricing based on real-time demand analytics, significantly increasing both competitiveness and customer engagement [12]. While AI adoption offers significant opportunities in New Zealand’s F&B sector—including inventory management, operational efficiency, customer service, and revenue optimisation—it requires a strategic and critical approach. Although AI can enhance operational accuracy and personalise service, concerns remain about the potential loss of human touch, uneven technological acceptance among guests, data privacy risks, and frontline staff displacement [5,8, 13]. Moreover, the increased reliance on automated interactions may conflict with New Zealand’s cultural emphasis on manaakitanga—the value placed on care, warmth, and human connection within hospitality experiences [8]. Businesses should adopt AI technologies thoughtfully, ensuring that operational efficiencies are balanced with the personalised service ethos valued by customers. A reliance on AI-driven data analysis will necessitate comprehensive governance frameworks to avoid biases and maintain ethical practices, while the successful integration of AI will depend on continuous training and upskilling of staff to work effectively alongside these systems. By maintaining a strategic perspective, the F&B industry can harness AI’s transformative potential while preserving the core values that underpin sustainable and resilient hospitality businesses. The research can be found here: Santoso, C., & Wang, Q. (2025). AI-powered transformation: Revolutionising New Zealand's F&B industry. In CAUTHE 2025 Conference Handbook Abstracts (pp. 280). Meanjin (Brisbane). https://airdrive.eventsair.com/eventsairseasiaprod/production- leishman-public/5a476b7f16d448e1975f6

Michelin rated cuisine through the lens of food films: Analysing the Hundred-Foot Journey and Ratatouille

This article explores the representation of Michelin-level cuisine in film as a lens to examine cultural identity, hierarchy, and transformation in the culinary world. Through an analysis of The Hundred-Foot Journey (Halström, 2014) and Ratatouille (Bird & Pinkava, 2007), the study highlights the dual nature of the Michelin system as both aspirational and exclusionary. While The Hundred-Foot Journey critiques Eurocentric culinary traditions through the experiences of a migrant chef, Ratatouille employs anthropomorphism to challenge traditional notions of legitimacy in fine dining. By examining these films, this article contributes to the discourse on food films and their role in shaping contemporary understandings of gastronomy and cultural identity

Ensuring hospitality and tourism organisations’ websites are accessible to all

Research shows that hospitality and tourism organisations overlook the importance of website accessibility and their information remains inaccessible to a growing market of people with disabilities (Singh et al., 2021). International standards, such as the Web Content Accessibility Guidelines (WCAG) 2.0 (https://www.w3.org/TR/WCAG20/) developed by the Web Accessibility Initiative (WAI) of the World Wide Web Consortium (W3C), provide an effective means to identify and remedy website accessibility issues. Our study evaluated Chinese tour operators' websites for their compliance with WCAG 2.0 Guidelines. The findings confirmed that greater attention is needed to provide accessible website information for Chinese tourists visiting New Zealand; a key visitor market that is increasingly characterised by an ageing population and higher prevalence of disabilities. Website accessibility benefits people who have physical, sensory, intellectual, and other disabilities. Information is essential to this group of potential visitors for pre-trip planning, and crucially, in assessing the accessibility of hospitality or tourism organisations’ offerings. Four main principles form the basis of website accessibility and are stipulated in the WCAG 2.0 Guidelines: 1) Perceivable: Ensuring the website provides information in multiple sensory formats, such as providing alternative text for images, captions for videos, and enhancing the ease of seeing and hearing content by using high-contrast colours and font types to enhance the visibility and audibility of content.  2) Operable: Ensuring the website supports navigation of content by keyboard without a mouse, such as providing keyboard shortcuts. 3) Understandable: Ensuring the website’s content is easy to understand by using a consistent layout, maintaining uniform colour contrasts and fonts, and centralising the navigation bar to help users locate and interact with the website. 4) Robust: Ensuring the website is adaptable for various assistive technologies, such as screen readers and magnifiers (Caldwell et al., 2008). Our study applied these four principles to evaluate the accessibility of the websites of seven Chinese tour operators identified as Tourism New Zealand’s preferred partners in China (Sohu, 2018). For the principle of ‘perceivable,’ some websites lacked alternative text for images, videos, and audio, which could render content difficult to access by users with disabilities. Regarding ‘operable,’ challenges included limited keyboard shortcuts and inconsistent navigation structures that hinder the usability of websites for people with limited/hand functions who rely on keyboard navigation instead of the mouse. By contrast, the websites generally did well in terms of being ‘understandable,’ with clear instructions and consistent layout, and ‘robust’, as all but one of the websites were compatible with assistive technologies, e.g. allowing screen readers to interpret webpage content accurately. The accuracy of the webpage content was achieved by providing well-structured HTML sectioning elements, e.g., header, nav, and main. Implementing the four accessibility principles is crucial to ensure that websites can be accessed by all, including people with disabilities. Further enhancements may include using accessibility symbols and icons to denote accessibility features and setting up a dedicated accessibility information page on the website. Importantly, integrating reviews from people with disabilities who have used the organisation’s services can help others find the information they need more quickly and efficiently. By complying with international accessibility standards and considering the accessibility of their websites, hospitality and tourism organisations can reach a wider audience and demonstrate social responsibility