Md Sazzad Hossain, Suresh N Kannan & Sree Kala Kunju Nair Raman
This paper explores the prevalence and pattern of organisational learning in the hospitality industry. Scholarly conversations and debates have spurred rich insights into the central question of how and what people learn in organisational settings. Strongly motivated to use learning designs, the researchers examined 489 articles using a review approach and conducted content reviews based on criteria such as journal sources. Since the exclusion criteria included studies from 2009 onwards only, the set was reduced to 105 papers, which were then subjected to systematic reviews. Organisational learning has long been considered a vital aspect of effectiveness and growth potential. Following the organisational learning theory, this paper explores some of the fundamental mechanisms and conduits of the learning process and practice, within the hospitality industry. The methodology employed is based on how literature reviews are conducted effectively in the hospitality industry. This review generally highlights the future strategy of organisational learning in overcoming challenges and uncertainties in the industry. The findings show that facilitating factors and outcomes strive for efficiency in any critical situation and emphasise the importance of implementing ideas or theories. The key contribution of this work are best practice guidelines for scholars in this field.
Keywords: Organisational learning, literature reviews, and hospitality industry