I need more ideas about the justification below to explain why by using heads of departments as respondents can reflect the innovation in organizations in general. With note that the study purpose is to examine the relationship between HRM practices, (knowledge sharing as mediating) on service innovation ( hotels are the case).
I have give justification as following: in order to collect information about the innovation in the whole hotel, it has been assumed that only the heads of departments are supposed to have the most relevant information about the innovation in their departments as the head of innovation. In addition, the head of each department considers the better position to simply discover and provide the right and precise information on the impact of HRM practices and knowledge, sharing on departments’ innovation. Thus, collecting information from all departments in the hotels may can reflect the level of innovation in the whole hotel.
Having worked in hotels for many years I think your idea of looking at this from the HOD's perspective offers much in terms of insights. They play a vital role in hotels in respect of a hands-on role, close interaction with customers and employees, duty management, and translating the hotel strategy into tactics for the team. Only worry is the wording/terminology you use to discover how these key players recognise their role in innovation.
You might find the following resources useful:
Kearney, A., Harrington, D., & Kelliher, F. (2014). Exploiting managerial capability for innovation in a micro-firm context: New and emerging perspectives within the Irish hotel industry. European Journal of Training and Development, 38(1/2), 95-117.
von Koskull, C., & Strandvik, T. (2014). Discovering the unfolding of service innovations. Journal of Business & Industrial Marketing, 29(2), 143-150.
Sheehan, M., Garavan, T.N., & Carbery, R. (2014). Innovation and human resource development (HRD). European Journal of Training and Development, 38(1/2), 2-14.
Göğüş, G., Karakadılar, İ.S., & Apak, S. (2013). Innovation and Sustainable Growth Measurement in Hotel Industry: A Hierarchical Decision Making Model. Procedia - Social and Behavioral Sciences, 99, 752-761.
Hjalager, A.-M. (2010). A review of innovation research in tourism. Tourism Management, 31(1), 1-12.
Crossan, M.M., & Apaydin, M. (2010). A Multi Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature. Journal of Management Studies, 47(6), 1154-1191.
Bloch, C. (2007). Assessing recent developments in innovation measurement: The third edition of the Oslo Manual. Science and Public Policy, 34(1), 23-34.
Dear Jennifer Hussey , thank you very much for your good answer it is really helpful. I hope to find any literature said what you have mentioned " They play a vital role in hotels in respect of a hands-on role, close interaction with customers and employees, duty management, and translating the hotel strategy into tactics for the team" to support my thought and explain their important role on innovation.
Hi Shaker,
You might find useful references from beyond the service innovation field - perhaps in the wider HRM, change management or organisational culture realm - using search terms around line management, middle management, senior supervisors etc. Also appreciation of how "collaborating with contact employees enhances both innovation volume and radicalness" (according to Ordanini, A., & Parasuraman, A. (2011). Service Innovation Viewed Through a Service-Dominant Logic Lens: A Conceptual Framework and Empirical Analysis. Journal of Service Research, 14(1), 3-23.)
Other possible leads....
Keating, M., & Harrington, D. (2003). The challenges of implementing quality in the Irish hotel industry. Journal of European Industrial Training, 27(9), 441-453.
Ottenbacher, M., & Gnoth, J. (2005). How to Develop Successful Hospitality Innovation. Cornell Hotel and Restaurant Administration Quarterly, 46(2), 205-222.
Pikkemaat, B., & Peters, M. (2005). Towards the Measurement of Innovation-A Pilot Study in the Small and Medium Sized Hotel Industry. Journal of Quality Assurance in Hospitality & Tourism, 6(3/4), 89-112.
Baum, T. (2007). Human resources in Tourism: Still waiting for change. Tourism Management, 28, 1383-1399.
Kusluvan, S., Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The Human Dimension A Review of Human Resources Management Issues in the Tourism and Hospitality Industry. Cornell Hotel and Restaurant Administration Quarterly, 51(2), 171-214.
Burgess, C. (2011). Are hotel managers becoming more professional: the case of hotel financial controllers? International Journal of Contemporary Hospitality Management, 23(5), 681-695.
thank you much dear. really you help me much :). I will try my best and will share with u later.
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