Purpose

This study aims to use organizational fashion to underscore a novel phenomenon in which products, services and practices fade in and out of the tourism/hospitality setting within a specific time frame. Drawing from the fashion theoretical strands in organization research, this paper studies how fashion has been conceptualized, operationalized and then diffused among tourism/hospitality enterprises.

Design/methodology/approach

A qualitative case design was used. A total of 37 semistructured in-depth interviews with executives of innovative tourism/hospitality companies (e.g. restaurants, hotels, theme parks and travel agencies) were conducted. This paper focuses on the organizational fashion phenomenon in which organizational trendsetters with creative, “hot” products/services have emerged prominently in the marketplace.

Findings

This inquiry illustrates a social phenomenon concerning the organizational fashion setting process by integrating existing production practices among different organizational suppliers in the hospitality sector. Different cases in the study show that fashion consists of a series of hybrid, paradoxical processes. These include conceptualization (conventionalization vs novelty, and personalization vs conformity), operationalization (bundling vs unbundling, and learning vs relearning) and diffusion (framing vs co-framing, and adaptation vs alteration).

Research limitations/implications

Throughout the three continuous processes, service design and identity development for consumption, as well as value creation and knowledge transformation for production, are carried out according to the decision of what is “hot” and what is “out” at a particular time. In essence, fashion helps to explain why hospitality institutions imitate specific innovations to take advantage of popular trends in the consumer market, as well as how such trends vanish eventually.

Originality/value

This research contributes the insight that organizations use fashion as a managerial initiative to translate their organizational goals and improvise nascent products and services. The fashion processes can be triggered by microlevel individual organizations and are spread through a series of social interactions to become macrolevel phenomena in a recurring manner.

中文翻译：

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酒店业的组织时尚和潮流引领

目的

本研究旨在利用组织时尚来强调一种新现象，即产品、服务和实践在特定时间范围内淡入和淡出旅游/酒店环境。本文借鉴组织研究中的时尚理论脉络，研究时尚如何被概念化、操作化，然后在旅游/酒店企业中传播。

设计/方法论/途径

使用了定性案例设计。总共对创新旅游/酒店公司（例如餐厅、酒店、主题公园和旅行社）的高管进行了 37 次半结构化深度访谈。本文重点关注组织时尚现象，其中具有创意的“热门”产品/服务的组织潮流引领者在市场上脱颖而出。

发现

这项调查通过整合酒店业不同组织供应商之间的现有生产实践，说明了有关组织时尚设定过程的社会现象。研究中的不同案例表明，时尚由一系列混合、矛盾的过程组成。其中包括概念化（常规化与新颖性、个性化与整合）、操作化（捆绑与分拆、学习与再学习）和扩散（框架与共同框架、适应与改变）。

研究局限性/影响

在这三个连续的过程中，消费的服务设计和身份发展，以及生产的价值创造和知识转化，都是根据特定时间“热门”和“过时”的决定而进行的。从本质上讲，时尚有助于解释为什么酒店机构会模仿特定的创​​新来利用消费市场的流行趋势，以及这些趋势最终如何消失。

原创性/价值

这项研究提供了这样的见解：组织将时尚作为一项管理举措来转化其组织目标并即兴创作新生产品和服务。时尚过程可以由微观个体组织触发，并通过一系列社会互动传播，以反复出现的方式成为宏观现象。