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Purpose This study aims to provide a comprehensive framework for the study of indoor air quality (IAQ) in hospitality premises. The goal is to identify the drivers of air pollution, both at the exogenous and endogenous level, to generate insights for facility managers. Design/methodology/approach The complexity of hospitality premises requires an integrated approach to properly investigate IAQ. The authors develop an overarching framework encompassing a monitoring method, based on real-time sensors, a technological standard and a set of statistical analyses for the assessment of both IAQ performance and drivers, based on correlation analyses, analysis of variance and multivariate regressions. Findings The findings suggest that the main drivers of IAQ differ depending on the area monitored: areas in contact with the outdoors or with high ventilation rates, such as halls, are affected by outdoor air quality more than guestrooms or fitness areas, where human activities are the main sources of contamination. Research limitations/implications The results suggest that the integration of IAQ indicators into control dashboards would support management decisions, both in defining protocols to support resilience of the sector in a postpandemic world and in directing investments on the premises. This would also address guests’ pressing demands for a broader approach to cleanliness and safety and support their satisfaction and intention to return. Originality/value To the best of the authors’ knowledge, this is the first study developing a comprehensive framework to systematically address IAQ and its drivers, based on a standard and real-time monitoring. The framework has been applied across the longest period of monitoring for a hospitality premise thus far and over an entire hotel facility.

This document reports on an extensive study into the impact of the Investors in People Standard on business performance. We started by reviewing what is already known about the Standard’s impact on business performance, before building a framework of the expected benefits of IIP from the Strategic Human Resource Management literature. This framework was tested using case studies, a survey and financial analysis to create a body of knowledge that improves our understanding of how the Investors in People Standard improves business performanc

The extensive use of fossil fuels in recent decades is a well-known cause of the climate crisis. Climate action inevitably requires the strategic reorientation of industries that are part of the fossil fuel regime. International oil companies are central to this regime and possess the incumbent’s characteristic power and influence to steer this process. However, European international oil companies continue to invest in fossil fuels, even as they acknowledge the climate crisis imperative. Socio-political and economic dynamics can either reinforce the oil regime or pressure firms to take climate action. We aim to comprehensively analyse the dynamics between external socio-political and economic actors’ pressures to climate action on the one side, and the industry response on the other, from 2005 to 2019, using Geels Triple Embeddedness Framework. Drawing on a wide range of qualitative and quantitative longitudinal data (e.g. regulations, oil and renewables market trends, companies’ investments in oil, renewables, and low-carbon technologies), we characterised the pressures and responses of the different analytical categories and established three phases. The results indicate that policy pressure on the oil regime in this period lacked constancy and comprehensiveness. The Kyoto Protocol ratification produced an initial momentum that prompted some companies to invest in alternative fuels and renewables, but efforts faded after 2010. Societal calls for a transition from fossil fuels and divestments from oil companies have risen since 2017. Recent socio-economic pressures combined with policy pledges for net-zero emissions have prompted all companies to invest beyond fossil fuels. However, efforts are still marginal and additional advancements in climate policy are necessary to foster the renewables market and to promote the phase-out of oil. Key policy insightsEurope lacks a comprehensive policy framework to support the fast deployment of available alternative fuels.Policies need to foster the development and adoption of alternatives to petrochemical products, alongside their reduction and recycling.Apart from supporting renewable energy and other alternatives to oil, policies also need to target the phase-out of oil and send a clear signal to companies. Europe lacks a comprehensive policy framework to support the fast deployment of available alternative fuels. Policies need to foster the development and adoption of alternatives to petrochemical products, alongside their reduction and recycling. Apart from supporting renewable energy and other alternatives to oil, policies also need to target the phase-out of oil and send a clear signal to companies.

Sustainability Transitions (ST) is a complex phenomenon, encompassing environmental, societal and economic aspects. Its study requires a proper investigation, with the identification of a robust indicator and the definition of a suitable method of analysis. To identify the most informative geographical boundaries for analysing ST pathways, we consider the Carbon Emission Intensity (CEI) and estimate a four-level growth model to study its pattern over time for all the EU regions. We apply this model to a novel longitudinal dataset that covers CEI data of European regions at four different geographical scales (state, areas, regions, and provinces) over a nine-year timespan. This approach aims at supporting the decision-makers in developing more effective sustainability transitions policies across Europe, especially focusing on regions and overcoming the well-known “one-size fits all” approach.•The unconditional growth model has been applied to a multi-level structure considering four levels, defined by three geographical scales and time.•The ideal structure of the model would have required five levels, but the sample size of the dataset made the application computationally unfeasible;•The application of the model allowed to identify patterns of stability and change over time of the variable amongst different geographical units., Graphical abstract Image, graphical abstract

Performance and risk management are seen by some as two ends of the same spectrum. Performance measurement and management is about steering an enterprise towards a profitable and viable future, whilst risk management is about avoiding the pitfalls that can overwhelm and ultimately put an enterprise out of business. But should the functions and processes of performance measurement and management be integrated with those of risk management? What are the consequences of this integration? How should this be done in practice? In this editorial we briefly chart the debate between those who propose it is important to keep the functions separate and those who advocate integration before presenting the empirical research that informs this conversation.

Purpose The purpose of this paper is to investigate the mediating role of comprehensive performance measurement systems (PMS) – i.e. measurement systems that comprise financial and non-financial indicators, and which also consist of indicators related to different aspects of an organisation’s operations – in the relationship between strategy and company performance. Design/methodology/approach Survey data of top managers of large European companies were collected and analysed by means of exploratory factor analyses and hierarchical regressions in order to validate the proposed hypotheses. Findings This research shows that different strategies lead to the use of different types of performance indicators. Also, it finds that the utilisation of a comprehensive PMS enables the implementation of both differentiation and cost-leadership strategies. Specifically, a comprehensive PMS positively mediates the effect of differentiation strategy on organisational and innovative performance, and of cost-leadership strategy on organisational performance. Research limitations/implications Further research could be undertaken in other contexts and consider additional factors, such as the structure, maturity and different uses of PMS, and the cost of measuring performance. Qualitative studies could examine the role of PMS in dynamic environments, as well as the evolution of PMS during strategic transitions. Practical implications Greater consideration should be given to the utilisation of different types of performance indicators when implementing and re-formulating strategy. Originality/value This study clarifies the links between strategy and performance measurement, and it is the first to identify the mediating effect of comprehensive PMS between strategy and company performance.

This work explores how Italian regional Destination Management Organisations (DMOs) strategically employ Facebook to promote and market their destinations, and improves on the current metrics for capturing user engagement. Based on big data analysis from the regional DMOs' Facebook pages, supplemented with semi-structured interviews conducted with DMO managers, the study sheds light on the factors contributing to superior level of social activity. The findings indicate that the way Facebook is tactically and strategically employed varies significantly across Italian regional DMOs. Visual content (namely photos) and moderately long posts have a statistically-significant positive impact on DMOs' Facebook engagement, whereas high post frequency, and early daily timing (in the morning) of posts have a negative impact on engagement. Last but not least, the study shows that most of the regional DMOs (except for Trentino, Tuscany, and Sicily) deploy Facebook with a top-down approach, allowing for little spontaneous user generated content (UGC).

Organisations have been disclosing environmental and social information through different tools, including their websites. However, the type of environmental and social information that organisations disclose online, and what are the characteristics of those organisations is still not fully understood. This research aims to (a) identify which environmental and social information organisations disclose online, and (ii) explore drivers of the specific information disclosed. We collected data on sustainability disclosures from 2008 Italian organisations. Results show that overall the amount of environmental and social information disclosed online is low. However, organisational characteristics explain different contents of disclosure. Bigger organisations (in terms of revenues and number of employees), and with environmental and social certifications in place tend to disclose more environmental and social information. Also, consumer goods&rsquo, organisations disclose mostly information related to the supply chain, whilst resource-intensive industries disclose mostly information on corporate social responsibility. This research shows that overall there is still a reserved attitude towards disclosing environmental and social information in Italian organisations, providing little information to stakeholders about environmental and social policies, strategies and practices. This study provides researchers and practitioners information on the content of sustainability information disclosed and possible drivers for their disclosure, this supports their understanding of the conditions where voluntary sustainability disclosure is more expected.

Sustainability measurement represents a key element if companies aim to translate sustainability from compliance with standards to core organizational asset. This paper presents the development of a structured dataset of European companies – named as Sustainability Measurement and Management (SuMM) Lab– that aims to assess company’s performance accordingly to sustainability metrics. Data have been collected on a pilot sample of 400 Italian companies and the results provide insights on how SuMM Lab could be exploited to assess the diffusion of sustainability practices in organizations.

In this study, we propose to model how intellectual capital (IC) attributes affect the performance of organizations operating in the performing arts sector, more specifically opera companies. In particular, the aim of this paper is twofold in that it seeks: (1) to analyze the role IC plays in performing arts organizations; and (2) to propose research hypotheses that suggest how IC affects the performance of these organizations. An in-depth qualitative approach was adopted. The research methodology deployed consists of a longitudinal case study of a major Italian opera house. The main findings of this study are two: (1) the identification of six attributes of IC that are deeply grounded in management theories and that make the definition of the IC construct more theoretically robust with respect to other studies that are less evidence-based; (2) the development of a model that shows how IC attributes affect the three different performance dimensions of performing arts organizations. © 2009 Operational Research Society. All rights reserved.