The Role of Organizational Factors on Employee Engagement and Hospitality Service Co-creation

There is a dearth of research assessing organizational factors in hospitality that have an effect on employee engagement (EE) in the co-creation of services. Using qualitative research design we examined these factors in three luxury hotels. The data were collected from six focus group interviews and the findings reveal that EE in hospitality service co-creation is influenced by key organizational factors, such as flexibility, empowerment, brand standards, service systems, among others. These factors were categorized to derive a framework that provides a foundation for the conceptualization of organizational factors and how they influence EE in the co-creation of value

Situational and Personal Factors Influencing Hospitality Employee Engagement in Value Co-creation

This study explores the situational and personal factors affecting hospitality employees\u27 engagement in the co-creation of value. The concept of value co-creation emerged from the general co-creation literature, and little research has assessed how situational and personal factors enhance our understanding of value creation. To explore these underlying factors, a qualitative study involving in-depth and focus group interviews was conducted at three luxury hotels in Hong Kong and Macao. The research findings indicate five situational factors and five personal factors impact cocreated value for hotel guests in the luxury sector. Insights are provided into the potential use of these factors to better manage employee engagement and the customer experience to facilitate value co-creation. The implications of the study and directions for future research are discussed

Co-production versus Co-creation: A process based Continuum in the Hotel Service Context

This paper reviews the theoretical underpinnings of co-production and co-creation and discusses these service production approaches in a hotel context. Based on a synthesis of the literature, we present a co-production to co-creation matrix and offer several propositions: (1) the co-production versus co-creation concepts create a continuum rather than a dichotomy; (2) service innovation and the customisation of service production are conceived as lying somewhere between co-production and cocreation on this continuum; and (3) the key factors that define a typology of service production types (co-production, service innovation, customisation, and co-creation) include the primary value-creation driver and customer involvement/dialogue type. We further discuss the benefits for hotels of moving from co-production to co-creation on this continuum. As one of the first papers to discuss co-creation in hospitality, it contributes to the field by providing specific theoretical and practical implications for how hotel companies can move from co-production to co-creation

Conceptualization of Value Co-creation in the Tourism Context

School of Hotel and Tourism Managemen

Barriers affecting organizational adoption of higher order customer engagement in tourism service interactions

In this study, consumer engagement was examined from a service-dominant logic perspective in tourism service interactions. Extensive field interviews and focus groups in the context of three upscale hotels in Hong Kong identified numerous barriers towards successfully engaging consumers, extending from consumer, technological, and strategic cases to organisational cases. In all, a firm\u27s overall strategy, organisational structure and culture are the most important barriers determining whether consumer engagement as depicted in the literature can be successfully deployed within hotel organisations. Implications call for a more intensive study of engaging consumers from an organisational context with a reassessment of progressive stages that include leadership interventions and the incorporation of consumer feedback at all stages of the firm\u27s value-creating network