Search results

Food waste (FW) is a significant problem in the hospitality sector worldwide. The Covid-19 pandemic has imposed a health protocol on the hospitality sector to protect the customers and the community. This paper aims to evince a new understanding of the tourist city during the Covid-19 pandemic by exploring the effects of the new health protocol on FW management at the consumption stage in the hospitality sector in Dubai.

In this study, the authors use a scale assessment method and a survey distributed to 202 tables in 35 restaurants offering open buffet catering in Dubai.

The paper’s findings provide evidence that: first, the tourist city has faced substantial changes during the pandemic as the new health protocol imposed by the Covid-19 circumstances has mitigated the waste of food in the open buffet services. Second, the highest waste has been observed for vegetables, followed by grains (especially rice) and bread. The lowest waste has been observed for meat and fruits. Third, FW per table varies considerably by consumer groups. The FW quantity of residents is significantly higher than that of tourists. Family gathering tables with an essential number of children waste more food than the other group types. Fourth, consumers claimed to become more conscious about the quantum of FW as a direct response to the socio-economic circumstances imposed by the lockdown such as food availability, salary reduction, economic uncertainty and employment instability. Fifth, the attitude to keeping food on the plate does not change considerably.

This paper offers many practical implications. Using newly discovered pieces of evidence from practitioners, hoteliers and policymakers, this paper highlights current hospitality practices that can reduce the waste of food in a postpandemic world. Furthermore, our paper suggests a set of actions for restaurants offering open-buffet services to reduce FW at the consumption stage.

This paper adds significance to the extant tourist city literature. The tourist city served as an example of a recent urban development characterized mainly by tourist consumption. This research advances the understanding of FW management and customers’ behavior during the Covid-19 pandemic in an important touristic city “Dubai” and suggests a set of actions.

The purpose of this paper is to contribute to the debate on exploration–exploitation trade-off in the context of new ventures creation, where, particularly at the empirical level, there is a limited understanding of whether and how this trade-off is achieved and how start-ups performances are affected by the way in which they face the exploration–exploitation dilemma.

A qualitative case study approach has been adopted as a methodology to conduct the research. Six Italian innovative start-ups were selected and analyzed through in-depth interviews with founders and data collection to understand whether and how start-ups adopt exploration and exploitation solutions to face critical events in their business lives.

The most evident result of this study is that start-ups adopt more frequently a temporal separation of exploration and exploitation activities as the preferred mode for balancing learning and innovation tension. They do not seem to exhibit a defined or a common path in the way they realize the temporal separation between exploration and exploitation. Instead, they mostly oscillate. The ambidextrous solution is selected in only a few cases and not consecutively. The pre-entry knowledge profile seems to influence the choice of start-ups at the beginning of their lives.

This research has implications for the whole start-up’s ecosystem, comprising incubators/accelerators, advisors, intermediaries, venture capitalists, new venture founders and policymakers. For example, by knowing the typology of knowledge and competence gaps start-ups usually aim to fill when they face particular events, intermediaries (such as incubators) could better plan initiatives and strategies supporting new ventures in the process of growth and stabilization. Furthermore, the venture capitalists can benefit from this research, by planning specific interventions for each critical event based on specific resources and competencies gaps and guiding for more promising start-ups.

This paper presents a novel application of entrepreneurial learning approach in the context of new venture creation. To reach this aim, a classification of exploration/exploitation solutions has been developed.

The objective of this study is to model and analyze the exploration‐exploitation dynamics of March's model of mutual learning in a complex environment. By enhancing the above mentioned model, the paper seeks to propose a new agent‐based model of mutual learning within an organization.

The paper replicates March's model of simulating learning within an organization using an agent‐based simulation approach, and extends it by modelling the problem space as a fitness landscape using Kauffman's NK model technique.

It was found that it is impossible to find a right balance between exploration and exploitation using the communication structure of March's model.

The proposed model could help create a virtual laboratory for experimenting organizations' behavior in a complex co‐evolving environment. This virtual laboratory may be used in the future to support the decision‐making process of managers and policy makers.

Designing the external environment as a fitness landscape helps in discovering what effect the environmental complexity has on the emerging balance between exploration and exploitation. It is the first study to design the environment of a model which analyzes the mutual learning between an organization and its members as a complex non‐linear space.

Nowadays organizations have realized that knowledge, its effective use and the fast acquisition and utilization of new knowledge represent the only source of sustainable competitive advantage. In fact, an effective exploitation and management of knowledge resources are the basis of the development of those capabilities that ground the organization's capacity to deliver successfully targeted value propositions. During recent decades, there has been a growing interest in the processes of management of knowledge resources. Currently the debate on knowledge management processes is still lively. The dynamics which link knowledge processes to value creation, the valuation of their impact on organizational performance and the role of some organizational and technological resources as enablers or restraints of successful knowledge management emerge as relevant topics to be investigated. This introduction to the special issue aims to develop some theoretical and managerial reasons explaining the importance of an effective management of knowledge processes to deal with the uncertainty, change, and turbulence of the current socio‐economic scenario.

The approaches, evidences and insights discussed in this introduction are largely based on the discussion of the topics of the conference “International forum on knowledge assets dynamics” organized in June 2010 in Matera, Italy. At this conference, leading experts discussed the challenges and practices of measuring and managing knowledge resources to support value creation and business performance improvement of organisational systems.

The outcomes of this introduction and of all the contributions to the special issue reflect the emerging discussion about the role of knowledge processes and, more generally, of the management of knowledge resources, in value creation. This discussion is largely focused on the dynamics at the base of the translation of knowledge processes and resources into value, highlighting properly approaches and tools or application in different contexts of analysis.

This introduction, as well as all the contributions to the special issue, deal with different aspects which are important in the discussion both of the role played by knowledge processes in achieving outstanding organisational performance and the approaches, tools, methods and techniques to structure, organize knowledge resources and optimize their use in order to support effective organizational processes execution and value creation.