During the last few years, learning techniques have changed, both in basic education and in highe... more During the last few years, learning techniques have changed, both in basic education and in higher education. This change has been accompanied by new technologies such as Augmented Reality (AR) and Virtual Reality (AR). The combination of these technologies in education has allowed a greater immersion, positively affecting the learning and teaching processes. In addition, since the COVID-19 pandemic, this trend has been growing due to the diversity of the different fields of application of these technologies, such as heterogeneity in their combination and their different experiences. It is necessary to review the state of the art to determine the effectiveness of the application of these technologies in the field of university higher education. In the present paper, this aim is achieved by performing a systematic literature review from 2012 to 2022. A total of 129 papers were analyzed. Studies in our review concluded that the application of AR/VR improves learning immersion, especia...
Work published in Human Resource Information Systems: Basics, Applications, and Future Directions... more Work published in Human Resource Information Systems: Basics, Applications, and Future Directions, 5th ed
International Journal of Contemporary Hospitality Management
Purpose This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalis... more Purpose This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic. Design/methodology/approach This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory. Findings The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent. Practical implications Coopetition in talent management can aid industries i...
Abstract Purpose Although a need for innovative approaches to the strategic management of human r... more Abstract Purpose Although a need for innovative approaches to the strategic management of human resources (HR) has been identified, many firms continue to rely solely on their HR information systems instead of adapting to the digital consumer with innovative tools and digital HR management (d-HRM). This research aims to evaluate critically the degree of digital innovation of HR practices in the Irish hotel industry. Methodology/approach For this qualitative study, a total of 10 semi-structured interviews were conducted with key personnel at both corporate and property level HR in the two largest Irish hotel groups. Findings Findings show an overall lack of technological innovation and most of the principal HR activities are digitalised to a very limited extent. In addition, the perception of the degree of digitalisation varies significantly between the managers in both organisations. Practical and social implications In order to attract digital natives and to increase their competitiveness within the sector, Irish hotel corporations will need to invest significantly in innovation within their HR departments to capitalise on the strategic and operational advantages of d-HRM. Thus, a more strategic approach towards HR innovation is needed. Originality/value This chapter operationalises the concept of HR innovation in the context of the hotel industry; it analyses the key HR activities in hotel operations with regard to the extent to which they are digitalised; and it develops a model of HR digitalisation that can be applied to the hotel and other industries. This research, therefore, contributes to the existing body of knowledge on HR innovation with a specific focus on the hotel industry.
Chapter published in Human Resource Information Systems: Basics, Applications, and Future Directi... more Chapter published in Human Resource Information Systems: Basics, Applications, and Future Directions, 4th ed
Abstract. Research in e-HRM appears to purport that e-HRM practices are diffused and adopted unif... more Abstract. Research in e-HRM appears to purport that e-HRM practices are diffused and adopted uniformly in the subsidiaries of multinational corporations (MNC). This paper argues that the transmission e-HRM practices, like the diffusion of other HRM practices, is subject to a multitude of institutional factors. This paper also proposes institutional theory as a macro theoretical research paradigm for e-HRM research. Based upon an analysis of interview data garnered in the German and Irish subsidiaries of a single US MNC, a palpable divergence in e-HRM practices could be discerned. Moreover, this research identifies a number of forces for standardisation and isomorphic pressures in the institutional environment of the MNC.
While tourism figures are set to increase worldwide, there exists a palpable skills shortage in t... more While tourism figures are set to increase worldwide, there exists a palpable skills shortage in the broader tourism and hospitality industry at all levels. Nevertheless, most governments appear to be slow to address this skills shortage at a strategic policy level. Using the Irish context as an example, this paper aims to evaluate government higher education (HE) policy responses to skills shortages in other sectors such as the medical devices and ICT sectors and to assess whether and to what extent these could be applied to the hospitality and tourism (H&T) sector. The lessons learned from the Irish example can also be applied to other countries that experience a significant growth in tourist numbers and that are faced with similar skills shortages.
Talent Management Innovations in the International Hospitality Industry, 2021
Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by pro... more Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.
International Journal of Contemporary Hospitality Management, 2019
Purpose To identify, develop and retain talent, an important first step is to ensure that key sta... more Purpose To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by talent within the organisation. The purpose of this paper is to conceptualise how talent is defined in the context of the hospitality industry and to examine the degree of (mis)alignment among corporate and business unit leaders. Design/methodology/approach The paper uses a qualitative approach consisting of 73 interviews with stakeholders at corporate and business unit levels in three multinational hotel corporations. In addition, documents were collected and analysed to support the interview data. Findings Each organisation had a formal approach to conceptualising talent at a corporate level. Both inclusive and exclusive views on talent as well as a broad set of characteristics that make up talent were reported with the importance of organisational values being prominent. However, despite formal glob...
PurposeAs the interest in talent management (TM) gathers momentum, this paper aims to unravel how... more PurposeAs the interest in talent management (TM) gathers momentum, this paper aims to unravel how talent is managed in multinational corporations, what factors mediate the talent management process and what computerised systems may contribute to the management of talent.Design/methodology/approachThe study employs a single case study but multiple units of analysis approach to elucidate the factors pertaining to the transmission and use of talent management practices across the German and Irish subsidiaries of a US multinational corporation. Primary data for this study derive from a series of in‐depth interviews with key decision makers, which include managers at various levels in Germany, Ireland and The Netherlands.FindingsThe findings suggest that the diffusion of, and success of, talent management practices is contingent on a combination of factors, including stakeholder involvement and top level support, micro‐political exchanges, and the integration of talent management with a ...
The ever-increasing capabilities of human resource information technology (HRIT) and human resour... more The ever-increasing capabilities of human resource information technology (HRIT) and human resource information systems (HRIS) have presented HR departments with an opportunity to generate and analyze vast amounts of employee information that could potentially be used for strategic decision-making purposes and to add value to the HR department and ultimately theentire organization. Research in this area has frequently highlighted that most organizations merely deploy HRIT to automate routine administrative tasks. In general, these studies assume the existence of IT capabilities and sophistication without further investigating what these consist of and how or whether existing IT capabilities could be related to the different uses of HR information, that is, strategic decision-making as opposed to automation. In this article, we introduce and discuss a model that aids the categorization of firms regarding their HRIT capabilities vs. their use of HR information. Furthermore, we will ex...
During the last few years, learning techniques have changed, both in basic education and in highe... more During the last few years, learning techniques have changed, both in basic education and in higher education. This change has been accompanied by new technologies such as Augmented Reality (AR) and Virtual Reality (AR). The combination of these technologies in education has allowed a greater immersion, positively affecting the learning and teaching processes. In addition, since the COVID-19 pandemic, this trend has been growing due to the diversity of the different fields of application of these technologies, such as heterogeneity in their combination and their different experiences. It is necessary to review the state of the art to determine the effectiveness of the application of these technologies in the field of university higher education. In the present paper, this aim is achieved by performing a systematic literature review from 2012 to 2022. A total of 129 papers were analyzed. Studies in our review concluded that the application of AR/VR improves learning immersion, especia...
Work published in Human Resource Information Systems: Basics, Applications, and Future Directions... more Work published in Human Resource Information Systems: Basics, Applications, and Future Directions, 5th ed
International Journal of Contemporary Hospitality Management
Purpose This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalis... more Purpose This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic. Design/methodology/approach This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory. Findings The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent. Practical implications Coopetition in talent management can aid industries i...
Abstract Purpose Although a need for innovative approaches to the strategic management of human r... more Abstract Purpose Although a need for innovative approaches to the strategic management of human resources (HR) has been identified, many firms continue to rely solely on their HR information systems instead of adapting to the digital consumer with innovative tools and digital HR management (d-HRM). This research aims to evaluate critically the degree of digital innovation of HR practices in the Irish hotel industry. Methodology/approach For this qualitative study, a total of 10 semi-structured interviews were conducted with key personnel at both corporate and property level HR in the two largest Irish hotel groups. Findings Findings show an overall lack of technological innovation and most of the principal HR activities are digitalised to a very limited extent. In addition, the perception of the degree of digitalisation varies significantly between the managers in both organisations. Practical and social implications In order to attract digital natives and to increase their competitiveness within the sector, Irish hotel corporations will need to invest significantly in innovation within their HR departments to capitalise on the strategic and operational advantages of d-HRM. Thus, a more strategic approach towards HR innovation is needed. Originality/value This chapter operationalises the concept of HR innovation in the context of the hotel industry; it analyses the key HR activities in hotel operations with regard to the extent to which they are digitalised; and it develops a model of HR digitalisation that can be applied to the hotel and other industries. This research, therefore, contributes to the existing body of knowledge on HR innovation with a specific focus on the hotel industry.
Chapter published in Human Resource Information Systems: Basics, Applications, and Future Directi... more Chapter published in Human Resource Information Systems: Basics, Applications, and Future Directions, 4th ed
Abstract. Research in e-HRM appears to purport that e-HRM practices are diffused and adopted unif... more Abstract. Research in e-HRM appears to purport that e-HRM practices are diffused and adopted uniformly in the subsidiaries of multinational corporations (MNC). This paper argues that the transmission e-HRM practices, like the diffusion of other HRM practices, is subject to a multitude of institutional factors. This paper also proposes institutional theory as a macro theoretical research paradigm for e-HRM research. Based upon an analysis of interview data garnered in the German and Irish subsidiaries of a single US MNC, a palpable divergence in e-HRM practices could be discerned. Moreover, this research identifies a number of forces for standardisation and isomorphic pressures in the institutional environment of the MNC.
While tourism figures are set to increase worldwide, there exists a palpable skills shortage in t... more While tourism figures are set to increase worldwide, there exists a palpable skills shortage in the broader tourism and hospitality industry at all levels. Nevertheless, most governments appear to be slow to address this skills shortage at a strategic policy level. Using the Irish context as an example, this paper aims to evaluate government higher education (HE) policy responses to skills shortages in other sectors such as the medical devices and ICT sectors and to assess whether and to what extent these could be applied to the hospitality and tourism (H&T) sector. The lessons learned from the Irish example can also be applied to other countries that experience a significant growth in tourist numbers and that are faced with similar skills shortages.
Talent Management Innovations in the International Hospitality Industry, 2021
Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by pro... more Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.
International Journal of Contemporary Hospitality Management, 2019
Purpose To identify, develop and retain talent, an important first step is to ensure that key sta... more Purpose To identify, develop and retain talent, an important first step is to ensure that key stakeholders in the talent management (TM) process have a shared view of what is meant by talent within the organisation. The purpose of this paper is to conceptualise how talent is defined in the context of the hospitality industry and to examine the degree of (mis)alignment among corporate and business unit leaders. Design/methodology/approach The paper uses a qualitative approach consisting of 73 interviews with stakeholders at corporate and business unit levels in three multinational hotel corporations. In addition, documents were collected and analysed to support the interview data. Findings Each organisation had a formal approach to conceptualising talent at a corporate level. Both inclusive and exclusive views on talent as well as a broad set of characteristics that make up talent were reported with the importance of organisational values being prominent. However, despite formal glob...
PurposeAs the interest in talent management (TM) gathers momentum, this paper aims to unravel how... more PurposeAs the interest in talent management (TM) gathers momentum, this paper aims to unravel how talent is managed in multinational corporations, what factors mediate the talent management process and what computerised systems may contribute to the management of talent.Design/methodology/approachThe study employs a single case study but multiple units of analysis approach to elucidate the factors pertaining to the transmission and use of talent management practices across the German and Irish subsidiaries of a US multinational corporation. Primary data for this study derive from a series of in‐depth interviews with key decision makers, which include managers at various levels in Germany, Ireland and The Netherlands.FindingsThe findings suggest that the diffusion of, and success of, talent management practices is contingent on a combination of factors, including stakeholder involvement and top level support, micro‐political exchanges, and the integration of talent management with a ...
The ever-increasing capabilities of human resource information technology (HRIT) and human resour... more The ever-increasing capabilities of human resource information technology (HRIT) and human resource information systems (HRIS) have presented HR departments with an opportunity to generate and analyze vast amounts of employee information that could potentially be used for strategic decision-making purposes and to add value to the HR department and ultimately theentire organization. Research in this area has frequently highlighted that most organizations merely deploy HRIT to automate routine administrative tasks. In general, these studies assume the existence of IT capabilities and sophistication without further investigating what these consist of and how or whether existing IT capabilities could be related to the different uses of HR information, that is, strategic decision-making as opposed to automation. In this article, we introduce and discuss a model that aids the categorization of firms regarding their HRIT capabilities vs. their use of HR information. Furthermore, we will ex...
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Papers by Ralf Burbach