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Understanding the FLE-based organizational knowledge creation process in hospitality firms
Affiliation:1. School of Tourism Management, Sun Yat-Sen University, Guangzhou, China;2. Faculty of Hospitality & Tourism Management, Macau University of Science and Technology, Macau, China;3. Center for Tourism, Leisure and Social Development, Sun Yat-sen University, Guangzhou, China;1. Lecturer in Tourism and Management, School of Hospitality Management and Tourism, Technological University of Dublin, Ireland;2. Professor of Management Practice, RIKON, School of Business Waterford Campus South East Technological University, Ireland;1. Department of Tourism Management, School of Business Administration, Zhongnan University of Economics and Law, China;2. Department of Tourism and Hospitality Management, Temple University, Philadelphia, PA, USA;1. Department of Tourism, Hotel and Sport Management, Griffith University, 170 Kessels Road, Nathan, QLD, 4111, Australia;2. Department of Tourism Management, Torrens University, 88 Wakefield St, Adelaide, SA, 5000, Australia;1. Department of Information Systems and Business Analytics, Deakin University, Australia;2. College of Business Administration, Hunan University, China;3. School of Information Technology, Deakin University, VIC, 3125, Australia;4. Asia-Pacific Academy of Economics and Management, Department of Integrated Resort and Tourism Management, Faculty of Business Administration, University of Macau, China;1. Department of People & Organisations, Bournemouth University Business School, D122, Talbot Campus, Bournemouth University, Poole, Dorset, BH12 5BB, UK;2. School of Management, Jinan University, 601 West Huangpu Avenue, Tianhe District, Guangzhou, Guangdong, China;1. School of Tourism Management, Sun Yat-Sen University, Tangzhou Rd. 1, Zhuhai, China;2. School of Business Administration, Southwestern University of Finance and Economics, Liutai Road, Wenjiang District, Chengdu, China;3. Faculty of International Tourism and Management, City University of Macau, Avenida Padre Tomás Pereira Taipa, Macau
Abstract:This study explores how front-line employees' (FLE) knowledge is stepwise transformed into a hotel's organizational knowledge. It combines insights from organizational knowledge creation theory with empirical evidence from three Chinese five-star hotels. Qualitative data were collected through semi-structured interviews and reading archives, and analyzed using thematic analysis. We develop a novel framework comprising three types of FLEs' knowledge activities–knowledge demonstration (KD), knowledge justification (KJ), and knowledge re-contextualization (KRC)–which can routinely trigger the hotel's bottom-up organizational knowledge creation process. We also explain how FLEs' KD/KJ/KRC activities facilitate the hotel's organizational knowledge creation practices by examining changes in the new knowledge's scope of application and the participant structure of knowledge-related interactions induced by these activities. This study contributes to knowledge management research in hospitality by proposing a new perspective that encompasses FLEs' knowledge activities and the concomitant knowledge transformation that occurs in hotels.
Keywords:Organizational knowledge creation in hospitality  Front-line employees' knowledge  Triggering knowledge activities  Knowledge transformation  Knowledge management
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