Administrative Creativity Within Tourism and Hotel Establishments: Roles of Empowerment and Ambidexterity | ||
| Journal of Association of Arab Universities for Tourism and Hospitality | ||
| Volume 26, Issue 1, June 2024, Pages 411-435 PDF (1.13 M) | ||
| Document Type: Original Article | ||
| DOI: 10.21608/jaauth.2024.335854.1630 | ||
| Authors | ||
| dawlat ezz eldeen shoukry* 1; Ahmed Ghaith2; Elshaimaa Nashaat El-Sayed Mortada3 | ||
| 1tourism studies department-faculty of tourism and hotels - fayoum university | ||
| 2Hotel Studies Department - Faculty of Tourism and Hotels - Fayoum University, | ||
| 3Tourism Studies Department- Faculty of Tourism and Hotels- Fayoum University | ||
| Abstract | ||
| Pushing employees towards bringing out their creative and innovative talents may require that they be intellectually independent and have distinguished work teams, while also providing them with robust opportunities to share their knowledge in various meetings and dialogue sessions between them and their direct supervisor. Therefore, this study seeks to elucidate the nexus between empowerment and creativity among tourism agencies and luxury hotel employees. Besides, this research highlights organizational ambidexterity as mediation effect in this underlying association. Data was gathered from 281 five-star hotel and 360 A-class tourism agency employees in Greater Cairo. Datasets were analyzed using ADANCO-PLS v. 2.4 to investigate differences among hotel and tourism agency employee samples. Multigroup analysis findings confirmed that administrative empowerment dimensions (i.e., information sharing, independence, free action, reinforcement, and work teams) influenced organizational ambidexterity in favor of the hotel employee sample. Likewise, organizational ambidexterity partially mediated between administrative creativity and empowerment dimensions in favor of the hotel employee sample, with the exception of independence, which was in favor of the tourism agency employee sample. This paper provides valuable suggestions to academics and practitioners in the tourism and hospitality sectors. These suggestions include fostering a culture of continuous knowledge sharing and collaboration between employees and their supervisors to stimulate creativity, implementing tailored empowerment strategies that account for the unique needs of both hotel and tourism agency employees to enhance organizational ambidexterity, and developing targeted training programs that promote intellectual independence and innovative thinking, | ||
| Keywords | ||
| Administrative empowerment; organizational ambidexterity; hotel establishments; tourism industry; administrative creativity | ||
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