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dc.creatorErro Garcés, Amayaes_ES
dc.creatorRamírez Ávila, Lauraes_ES
dc.date.accessioned2020-04-15T11:15:32Z
dc.date.available2020-07-30T23:00:12Z
dc.date.issued2019
dc.identifier.issn1094-429X
dc.identifier.urihttps://hdl.handle.net/2454/36721
dc.description.abstractThe aim of this article is to find measures that reduce personnel costs in a catering company through the optimization of routes and tasks for staff to increase the efficiency of the company, and to transfer these measures to the sector as a whole. This paper is based on action research methodology which facilitates both taking action and creating knowledge or theory about the action analysed. Findings demonstrate that the solution focused on minimization of the workers’ operations and optimization of routes does not solve the problems identified in the company. The flexibility of action research allows adaptation of the focus on the needs of the company, and both the problem and solution are redefined. Thus, a discovered relationship between operational and organizational management is the main outcome obtained in the research. As a result, six proposals are described: clarifying task assignments, improving organizational management and the estimation of provisions, optimizing routes, reducing personal services, and improving human resources policy. It is concluded that the performance of both manager and employees is influenced by the organizational strategy.en
dc.description.sponsorshipThis work was supported by the Ministerio de Economía, Industria y Competitividad and Fondo Europeo de Desarrollo Regional (FEDER) under Grant ECO2017–86305-C4–4-R.en
dc.format.extent46 p.
dc.format.mimetypeapplication/pdfen
dc.language.isoengen
dc.publisherSpringeren
dc.relation.ispartofSystemic Practice and Action Research, 2019en
dc.rights© Springer Science+Business Media, LLC, part of Springer Nature 2019en
dc.subjectAction researchen
dc.subjectProductivityen
dc.subjectOptimizationen
dc.subjectCatering companyen
dc.subjectOperationsen
dc.titleOperational and strategic decisions in hospitality. Lessons from an action research processen
dc.typeinfo:eu-repo/semantics/articleen
dc.typeArtículo / Artikuluaes
dc.contributor.departmentUniversidad Pública de Navarra. Departamento de Gestión de Empresases_ES
dc.contributor.departmentNafarroako Unibertsitate Publikoa. Enpresen Kudeaketa Sailaeu
dc.rights.accessRightsinfo:eu-repo/semantics/openAccessen
dc.rights.accessRightsAcceso abierto / Sarbide irekiaes
dc.embargo.terms2020-07-30
dc.identifier.doi10.1007/s11213-019-09500-0
dc.relation.projectIDinfo:eu-repo/grantAgreement/ES/1PE/ECO2017–86305en
dc.relation.publisherversionhttps://doi.org/10.1007/s11213-019-09500-0
dc.type.versioninfo:eu-repo/semantics/acceptedVersionen
dc.type.versionVersión aceptada / Onetsi den bertsioaes


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