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This report presents research on success factors of learning communities with a case study of the Innovation Lab Hanze International Business Office (further – Innovation Lab HIBO) at Hanze University of Applied Sciences Groningen, the Netherlands. The research project is a part of the broader research programme on innovation of education and the success factors of learning communities carried on by a number of researchers at Hanze University of Applied Sciences Groningen (further – Hanze University AS).In answering the main research question on success factors of learning communities and, specifically, the Innovation Lab HIBO, two sub-questions were formulated: the first deals with school level expectations about the Innovation Lab HIBO, whereas the second explores what are the institutional expectations and guidelines regarding living labs at Hanze University AS. The research focus is on formalised expectations about the goals and outcomes of living labs, as attaining the established goals and outcomes would testimony a successful activity of a living lab. The factors that facilitate or determine whether the goalsand outcomes of living labs are achieved are therefore the success factors.The analysis of both school level expectations about the Innovation Lab HIBO and the institutional expectations and guidelines regarding living labs reveals a number of success factors, conditions, and preconditions. As these do not coincide, it is argued that finding the right balance between local, school level, expectations and the institutional goals is crucial for the successful performance of living labs. Another important factor for successful performance of the living lab and, specifically the Innovation Lab HIBO, is development of a learning community. This process would require strengthening of an open organisationalculture and facilitation of exchange of ideas and learning process.The research project was carried on in the period from February 1, 2020, till August 30, 2020. From September 2020 the follow up research is planned into operationalization of success factors, definition of performance criteria, performance evaluation, development of suggestions for improvement of performance, and development of a blueprint for the establishment of innovation labs.
As for any other business, our collective challenge to realize sustainable development requires hotels to incorporate the principles of sustainability in their operations and to simultaneously create economic, social and environmental value. Although hotels are increasingly engaged with specific aspects of sustainability, many if not most hospitality professionals still seem to assume that guests are predominantly driven by hedonic and gain motives, view sustainable measures as a threat to their hospitality experience, and are therefore not willing to accept more progressive sustainability measures. This article explores whether this assumption is correct and whether guests are willing and able to focus on sustainability related (normative) values during their stay in a hotel, and thus accept an adjustment to the current host-guest relationship in hotels. By reviewing relevant literature and analysing the results of interviews with hotel guests, this article concludes that as far as the guest is concerned, the host-guest relationship within hotels need not be limited to a purely economic transaction but actually offers room for an open and informed discussion between host and guest on ways to transform this relationship to one that actually supports sustainable development of the hotel sector and wider society. This conclusion will hopefully inform a more mature approach by hotels to the integration of sustainability in their strategy and operations, and a more unreserved and collaborative dialogue with guests about current and future sustainability measures.
The goal for the coming years is to get insight in the guest experience in hotels. What is guest experience? How to measure guest experience? What is the relation between guest experience and guest loyalty? And finally, what tangible elements in the physical environment of hotels and the contact with hotel employees may improve the experience of hotel guests? And in what way should these elements be changed? This paper describes the first and second step towards this goal: a theoretical background of guest experience and the development of the Guest Experience Scan for NH Hoteles. This Guest Experience Scan is a quantitative instrument trying to measure guests’ affective evaluation of the physical environment of the hotel and the contact with the hotel employees.
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