Examining the feasibilities of Industry 4.0 for the hospitality sector with the lens of management practice

Industry 4.0 and its impact in the manufacturing sector are well documented. However, the service sector is understudied, and it is also facing the challenges of mass customization, digital enhancement, smart work environment, and efficient supply chain. The aim of this study is to fill this research gap by exploring the issues of Industry 4.0 in the service sector, with cases in the hospitality industry. All the challenges of Industry 4.0 require continuous innovation and learning, which is dependent on people and the enterprise’s capabilities. Appropriate management approaches can play a vital role in the development of dynamic capabilities, and an effective learning and innovation environment. This paper proposes a framework of management practices which can promote the environment of innovation and learning in an organization, and hence facilitate business to match the pace of Industry 4.0 by facilitating technology acceptance e.g., digital enhancements and implementation of cyber physical systems (CPS). This study integrates the literature with logical beliefs to suggest the appropriate management practices for Industry 4.0. It represents one of the initial attempts to draw research attention towards the important role of management practices in Industry 4.0, as most of the recent studies have been restricted to the technological aspects. Semi-structured interviews of hospitality employees are conducted to explore the management practices suitable for meeting the challenges of Industry 4.0, specifically for informing the service sector.

[1]  Isabel M. Prieto,et al.  Managing innovative work behavior: the role of human resource practices , 2014 .

[2]  Gyehee Lee,et al.  Hospitality employee knowledge-sharing behaviors in the relationship between goal orientations and service innovative behavior , 2013 .

[3]  S. Armstrong,et al.  Cognitive Style and Entrepreneurial Drive of New and Mature Business Owner-Managers , 2009 .

[4]  Walter Isaacson,et al.  The real leadership lessons of Steve Jobs. , 2012, Harvard business review.

[5]  Jing-Wen Huang,et al.  Strategic human resource practices and innovation performance — The mediating role of knowledge management capacity , 2009 .

[6]  Ajay K. Kohli,et al.  Learning and Performance Orientation of Salespeople: The Role of Supervisors , 1998 .

[7]  Mun Y. Yi,et al.  Predicting the use of web-based information systems: self-efficacy, enjoyment, learning goal orientation, and the technology acceptance model , 2003, Int. J. Hum. Comput. Stud..

[8]  Yun Li,et al.  Self-organizing tool for smart design with predictive customer needs and wants to realize Industry 4.0 , 2016, 2016 IEEE Congress on Evolutionary Computation (CEC).

[9]  J. Hauser,et al.  Integrating R&D and marketing: A review and analysis of the literature , 1996 .

[10]  R. J. House,et al.  A Path-Goal Theory of Leader Effectiveness , 1971 .

[11]  Jen-te Yang.  Antecedents and consequences of knowledge sharing in international tourist hotels , 2010 .

[12]  Anis Khedhaouria,et al.  Sourcing knowledge for innovation: knowledge reuse and creation in project teams , 2015, J. Knowl. Manag..

[13]  Hongnian Yu,et al.  Management approaches for Industry 4.0: A human resource management perspective , 2016, 2016 IEEE Congress on Evolutionary Computation (CEC).

[14]  Büşra Müceldili,et al.  The Influence of Authentic Leadership on Creativity and Innovativeness , 2013 .

[15]  Jen-te Yang,et al.  Advancing organizational effectiveness and knowledge management implementation. , 2004 .

[16]  Kuo-Chien Chang,et al.  Investigating the Effect of Service Quality on Customer Post-Purchasing Behaviors in the Hotel Sector: The Moderating Role of Service Convenience , 2012 .

[17]  R. Keller,et al.  Transformational Leadership and the Performance of Research and Development Project Groups , 1992, IEEE Engineering Management Review.

[18]  Pt Jr Costa.  Revised NEO Personality Inventory and NEO Five-Factor Inventory , 1992 .

[19]  M. J. Donate,et al.  The role of knowledge-oriented leadership in knowledge management practices and innovation , 2015 .

[20]  Murray R. Barrick,et al.  THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE: A META-ANALYSIS , 1991 .

[21]  Hongnian Yu,et al.  Supervisory orientation, employee goal orientation, and knowledge management among front line hotel employees. , 2017 .

[22]  Tom R. Burns,et al.  The Management of Innovation. , 1963 .

[23]  野中 郁次郎,et al.  The Knowledge-Creating Company: How , 1995 .

[24]  L. Sluis,et al.  Designing the workplace for learning and innovation , 2004 .

[25]  Yun Li,et al.  Smart design for ships in a smart product through-life and industry 4.0 environment , 2016, 2016 IEEE Congress on Evolutionary Computation (CEC).

[26]  Richard L. Daft,et al.  Organization Theory and Design , 1983 .

[27]  M. Howard.  Digital Ubiquity: How Connections, Sensors, and Data Are Revolutionizing Business , 2015 .

[28]  Monique Aubry,et al.  Ambidexterity as a Competence of Project Leaders: A Case Study from Two Polar Expeditions , 2010 .

[29]  Terje Slåtten,et al.  Determinants and effects of employee’s creative self-efficacy on innovative activities , 2014 .

[30]  Fred O. Walumbwa,et al.  Transformational Leadership, Innovative Behavior, and Task Performance: Test of Mediation and Moderation Processes , 2012 .

[31]  Y. Gong,et al.  Promoting Innovation in Hospitality Companies through Human Resource Management Practices , 2011 .

[32]  Jay Lee,et al.  Service Innovation and Smart Analytics for Industry 4.0 and Big Data Environment , 2014 .

[33]  David A. DeCenzo,et al.  Fundamentals of Human Resource Management , 1993 .

[34]  Bilal Bin Saeed,et al.  Transformational leadership and innovative work behavior , 2019, European Journal of Innovation Management.

[35]  R. Grant.  Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp. , 1996 .

[36]  C. Collins,et al.  STRATEGIC HUMAN RESOURCE PRACTICES, TOP MANAGEMENT TEAM SOCIAL NETWORKS, AND FIRM PERFORMANCE: THE ROLE OF HUMAN RESOURCE PRACTICES IN CREATING ORGANIZATIONAL COMPETITIVE ADVANTAGE , 2003 .

[37]  P. Tierney,et al.  Creative Self-Efficacy: Its Potential Antecedents and Relationship to Creative Performance , 2002 .

[38]  J. D. Jong,et al.  How leaders influence employees' innovative behaviour , 2007 .

[39]  Abdus Sattar Abbasi,et al.  Interethnic Culture Orientation of Business Managers in Pakistan , 2012 .

[40]  Hyunsuk Lee,et al.  Building Dynamic Capabilities for Innovation: An Exploratory Study of Key Management Practices , 2008 .

[41]  B. Bass.  LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS , 1985 .

[42]  M. Birasnav.  Knowledge management and organizational performance in the service industry: The role of transformational leadership beyond the effects of transactional leadership , 2014 .

[43]  Jen-Te Yang,et al.  Job-related knowledge sharing: comparative case studies , 2004, J. Knowl. Manag..

[44]  John D. Politis.  The relationship of various leadership styles to knowledge management , 2001 .

[45]  C. Lackman,et al.  Organizational learning: a critical component to new product development , 2000 .

[46]  Oded Nov,et al.  Personality and Technology Acceptance: Personal Innovativeness in IT, Openness and Resistance to Change , 2008, Proceedings of the 41st Annual Hawaii International Conference on System Sciences (HICSS 2008).

[47]  Hans-Georg Kemper,et al.  Application-Pull and Technology-Push as Driving Forces for the Fourth Industrial Revolution , 2014 .

[48]  M. Porter,et al.  How Smart, Connected Products Are Transforming Competition , 2014 .

[49]  Zubin R. Mulla,et al.  Leader Motives, Impression Management, and Charisma , 2013 .