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Borzillo Stefano

Main contract

EHL Hospitality Business School
Route de Berne 301, 1000 Lausanne 25, Switzerland, CH

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Completed

Corporate Decision making under high uncertainty

AGP

Role: Collaborator

Requérant(e)s: VD - EHL - EHL

Financement: HES-SO Rectorat

Description du projet : The global spread of COVID-19 has changed the way companies do business. This is especially true for the tourism industry. As a result, the entire community of organizations active in the hospitality industry (including hotels) is being critically impacted by this global pandemic phenomenon. After several months without activity, with cost structures that are quite rigid, and an imminent recession, the hospitality industry (originally one of the most dynamic ones in Switzerland, (Swiss Tourism Federation, report 2019)) is facing one if its greatest challenges in history. Our main goal with this project is to understand why some companies in the same sector are doing better than others. In this multidisciplinary research project, we will tackle this problem from different perspectives.

Research team within HES-SO: Borzillo Stefano , Hasman Augusto

Partenaires académiques: VD - EHL - EHL

Durée du projet: 01.01.2021 - 30.06.2022

Montant global du projet: 99'000 CHF

Statut: Completed

2024

Picky eaters make for better raters

Scientific paper ArODES

Sasha Stoikov, Stefano Borzillo, Steffen Raub

Cornell Hospitality Quarterly, Vol. 66, No. 1, pp. 85-94

Link to the publication

Summary:

It has been established in the literature that the number of ratings and the scores restaurants obtain on online rating systems (ORS) significantly impact their revenue. However, when a restaurant has a limited number of ratings, it may be challenging to predict its future performance. It may well be that ratings reveal more about the user who gave the rating than about the quality of the restaurant. This motivates us to segment users into “inflating raters,” who tend to give unusually high ratings, and “deflating raters,” who tend to give unusually low ratings, and compare the rankings generated by these two populations. Using a public dataset provided by Yelp, we find that deflating raters are better at predicting restaurants that will achieve a top rating (4.5 and above) in the future. As such, these deflating raters may have an important role in restaurant discovery.

2023

The hospitality industry and COVID-19 :

Scientific paper ArODES

stock price crash risk

Augusto Hasman, Stefano Borzillo

Tourism Economics, 2023, 30, 6, 1634-1641

Link to the publication

Summary:

In this paper, we analyze the factors that have determined why certain companies in the hospitality industry managed to buffer themselves from the effects of COVID-19 more consistently than others. In particular, we focus on downside risk measures. We found that hotel companies quoted in the United States were the most affected and that investors were less willing to hold shares in those companies during the pandemic. We also observe that, although hotels obtained lower returns during the period of analysis, restaurants were more affected by extreme events.

Dahlia hotels & resorts (case B)

Report ArODES

Stefano Borzillo, Sowon Kim

2023, Cranfield University, Wharley End : The Case Centre, 6 p.

Link to the publication

Summary:

This is part of a case series. The case occurs at the Dahlia Resorts & Hotels (DH&R), an international five-star hotel group (whose name is fictitious) renowned for its operational excellence and cutting-edge innovation in its accommodation infrastructure. The case mainly involves Pamela Schilling, the General Manager of the DH&R, and Michel Lambert, the Head of the Department of Human Resources at the DH&R. The discussion between these two protagonists begins when Pamela confesses to Michel that she is aware that the rigor and excellence of the Standardized Operating Procedures (SOPs) and the innovative technology of DH&R are no longer enough to conquer the hearts of the guests. Pamela and Michel then engage in a deep dialogue, during which they agree that the DH&R must now put emotions at the center of the interactions between the hotel’s front end and guests. Pamela realizes that the only viable solution to awaken the guests' emotions and offer them the best hospitality experience is for the DHR to infuse a spirit of passion and attentiveness among its employees. Fully aware of the need to put the awakening and stimulation of positive emotions at the center of interaction with guests, Michel suggests that Pamela recruit two hospitality professionals: Viviana, who held the position of Director of Guest Experience for several years in a luxury hotel establishment and Wong (previously employed as Head of Reception of a five-star hotel), whose interpersonal, human-centric and emotional skills are well established.

A shared corporate vision :

Scientific paper ArODES

staff and senior management collaborate for market dominance at a large Saudi hotel

Stefano Borzillo, Salem Alshahrani

Journal of Business Strategy, Vol. 45, No. 5, pp. 321-330

Link to the publication

Summary:

Purpose: The purpose of this study is to uncover the essential conditions for establishing a successful collaboration between the Fairmont Hotel (Makkah) staff and the senior management team to prepare for cocreating a future shared corporate vision. Design/methodology/approach: This study is an action research project involving senior managers of the Fairmont Hotel (Makkah) and EHL Hospitality Business School (Lausanne, Switzerland). Data were collected from 16 hotel staff members, covering functional/department managers, team leaders, operations supervisors and operational-level employees. Findings: This study uncovered a series of generic proposals made by the hotel staff, which are prerequisites/conditions for successful collaboration with senior management, to prepare for cocreating a future shared vision. Practical implications: In response to the staff’s generic proposals, the senior management team proposed practical measures to support continued collaboration between hotel staff and the senior management team. These measures aim to maintain a collaborative approach centered on achieving future common goals and a shared vision to promote sustainable innovation in the services of the Fairmont Hotel (Makkah). Originality/value: This study is innovative in two respects. First, it demonstrates a strong willingness on the part of senior management and staff to collaborate less vertically, contrary to the cultural norm in Saudi Arabia, known for its strong hierarchical distance. Second, the mutual commitment to more horizontal collaboration is not typical of five-star hotels, which are traditionally vertical and hierarchical.

Royal Savoy hotel (case B) - being an authentic leader :

Report ArODES

Alain Kropf, the Royal Savoy hotel

Stefano Borzillo, Lisa Duke

2023, Cranfield University, Wharley End : The Case Centre, 13 p.

Link to the publication

Summary:

This is part of a case series. The Royal Savoy Hotel in Lausanne (Switzerland) was enjoying a successful relaunch and looking forward to further success when the COVID-19 pandemic hit. The hospitality industry fared badly during the pandemic with hotels being closed more than they were opened. When the Royal Savoy finally opened in July 2021, it faced various staffing challenges that the General Manager, Alain Kropf, and his Heads of Department team had to deal with. The case follows Kropf during the pandemic, illustrating how a leader acts ethically under crisis and becomes resilient in the face of ever-changing circumstances that have hit the hospitality sector particularly strongly. The case looks at how Kropf and his team reopened the hotel and managed the various challenges they faced, including a near 100% turnover in the leadership team across six months, and how Kropf used this to an advantage in resetting his own leadership but also how the hotel should be managed. The case focuses on Kropf as he built psychological safety and showed authentic leadership.

Royal Savoy hotel (case A) - Alain Kropf :

Report ArODES

leading the Royal Savoy hotel through a pandemic

Stefano Borzillo, Lisa Duke

2023, Cranfield University, Wharley End : The Case Centre, 14 p.

Link to the publication

Summary:

This is part of a case series. The Royal Savoy Hotel had a long history in Lausanne (Switzerland). Having been closed for several years, it was reopened in 2015 under the General Management of Alain Kropf, a seasoned hospitality professional with an international career and native of Lausanne. The case describes how Kropf built his management team to launch the Hotel and built it into a leading position in Lausanne against long-standing competitors, noted for its warm and welcoming atmosphere. While riding a wave of success, Kropf's leadership was severely challenged by the COVID-19 pandemic and ensuing uncertainty typified by more than a year of closures and re-openings. The case provides details about how Kropf kept in touch with his leadership team and hotel staff, how he managed the closures and re-openings. The case follows Kropf during the pandemic, illustrating how a leader acts authentically and ethically under crisis and becomes resilient in the face of ever-changing circumstances that have hit the hospitality sector particularly strongly.

Royal Savoy hotel (case C) - building relationships to create a high-performing top team at the Royal Savoy hotel

Report ArODES

Stefano Borzillo, Lisa Duke

2023, Cranfield University, Wharley End : The Case Centre, 14 p.

Link to the publication

Summary:

This is part of a case series. The Royal Savoy Hotel in Lausanne had reopened after a difficult 18-month period due to the COVID-19 pandemic. For Alain Kropf, the General Manager, the long closure of the Royal Savoy and the negative experience of the pandemic in the hospitality, meant that many staff had already found new positions or had left the industry altogether. As well as staffing challenges in the lower ranks of the Royal Savoy team, perhaps more critically, over a period of six months, his Heads of Departments, most of whom had been with the hotel since its opening in 2015, had one-by-one handed in their resignation to take up new opportunities. Rather than see this as a problem, Kropf embraced it as an opportunity to build a new, dynamic senior team who would embody a culture based on the concept of Psychological Safety. The case follows his actions through recruiting to the start of building strong relationships in the Heads of Department team.

Obino Resto :

Report ArODES

innovating workplace dining

Stefano Borzillo, Lisa Duke, Steffen Raub

2023, Cranfield University, Wharley End : The Case Centre, 9 p.

Link to the publication

Summary:

Obino Resto is a large-sized corporate catering company that operates mainly in the Iberic Peninsula (a region geographically shared by several States, ie, Spain, Andorra, France, Portugal, and the UK). The business development team at Obino Resto (headquartered in one of the main cities of the Iberian Peninsula) was facing new dynamics in the marketplace. As well as intensifying competition, new trends in dining, such as healthy eating, vegetarianism, and veganism, were challenging the concept of workplace restaurants. Company employees were looking for greater choice and a move away from traditional dining offerings at lunchtime. Additionally, the overall atmosphere of workplace restaurants was putting employees off from spending their lunchtimes in a busy restaurant. They were looking for a more private restaurant-type of experience. Other trends, such as digitization, waste reduction, and recycling, were also playing a role in the overall dynamics of the marketplace. Manuel Boret, a business development executive at Obino Resto, charges a team of hospitality consultants to come up with a new workplace dining offering. The case notes the different trends and challenges that Obino Resto was facing in order to develop a new concept.

When the hierarchy folds :

Scientific paper ArODES

how employees may react

Bertrand Audrin, Stefano Borzillo, Steffen Raub

Journal of business strategy, 45, 2, pp. 98-106

Link to the publication

Summary:

Purpose: This paper aims to uncover how employees make sense of the implementation of holacracy in their organization. Design/methodology/approach: Our research is based on a case study of a Swiss SME (of 160 employees) that is about to implement a holacratic mode of governance. Data was collected using questionnaires (completed by 57 employees) and 12 interviews. Findings: At the level of individual, team and organization, driving forces toward implementing holacracy are stronger than restraining forces. Practical implications: Implementing holacracy requires careful planning, detailed communications, strong support and training of employees by managers to ensure that they are less fearful of holacracy’s structures and more positive and understanding of its benefits. Originality/value: This study contributes to a better understanding of holacracy and employees’ sensemaking of the added value of this unconventional structure.

2022

Leaders of organisational communities of practice :

Scientific paper ArODES

their characteristics, activities, and fit with their communities

Jean-Philippe Bootz, Stefano Borzillo, Steffen Raub

Knowledge management research practice, To be published

Link to the publication

Summary:

By balancing the needs for autonomy and control, leaders of organisational communities of practice (OCoPs) play a central role in their effectiveness. This study aims to identify different OCoP leader profiles and analyse possible contingencies with various OCoP types. Using a qualitative methodology on a sample of 16 OCoPs from nine international organisations, an inductive analysis was undertaken by using Gioia et al.’s (2013) data structures model. Results reveal three distinct OCoP leader profiles, labelled “centripetal”, “centrifugal” and “balanced”. A comparison of different OCoP types reveals a fit between centripetal OCoP leaders and operational exploitation OCoPs, centrifugal OCoP leaders and strategic exploration OCoPs, and, finally, balanced OCoP leaders and hybrid OCoPs. These results enrich previous research on OCoP types, by identifying a “hybrid” combination of the two, proposing a novel framework of different OCoP leader profiles and highlighting a new contingency perspective on the relationships between OCoP leader profiles and OCoP types.

2021

Afraid of engagement ? :

Scientific paper ArODES

towards an understanding of engagement in virtual communities of practice

Aurore Haas, David Abonneau, Stefano Borzillo, Louis-Pierre Guillaume

Knowledge management research practice, 2021, vol. 19, no. 2, pp. 169-180

Link to the publication

Summary:

Virtual communities of practice (VCoPs) foster learning and knowledge sharing between employees. However, many virtual communities of practice fail due to the lack of engagement of collaborators. Employees often claim that they do not have time for such communities. This paper investigates the determinants of engagement in virtual communities of practice. Based on a rare survey of members of VCoPs at Schneider Electric, a multinational company of 137 000 employees, this research highlights the relations between job engagement, the perceived value of virtual communities of practice by members, and engagement in VCoPs. As such, respondents report higher levels of engagement in virtual communities of practice as their engagement in their job increases. Further, the perceived value of VCoPs mediates partially the relation between job engagement and engagement in VCoPs. These results lead to solutions for managers to implement, to increase the engagement of collaborators in virtual communities of practice.

New employee orientation, role-related stressors and conflict at work :

Scientific paper ArODES

consequences for work attitudes and performance of hospitality employees

Steffen Raub, Stefano Borzillo, Gabrielle Perretten, Achim Schmitt

International journal of hospitality management, 2021, vol. 94, article 102857, pp. 1-8

Link to the publication

2020

Country culture vs. organizational culture

Book chapter ArODES

Steffen Raub, Stefano Borzillo

Dans Gardini, Marco A., Ottenbacher, Michael C., Schuckert, Markus, The Routledge companion to international hospitality management (Pp. 81-92). 2020, New York : Routledge Taylor & Francis Group

Link to the publication

Organization, culture and leadership

Book chapter ArODES

Steffen Raub, Stefano Borzillo

Dans Gardini, Marco A., Ottenbacher, Michael C., Schuckert, Markus, The Routledge companion to international hospitality management (Pp. 117-130). 2020, New York : Routledge Taylor & Francis Group

Link to the publication

Organisation

Book chapter ArODES

Stefano Borzillo, Steffen Raub, Thomas Straub

Dans Straub, Thomas, Einführung in die Allgemeine Betriebswirtschaftslehre (Pp. 445-477). 2020, München, Deutschland : Pearson

Link to the publication

Strategisches Management

Book chapter ArODES

Thomas Straub, Thibaut Bardon, Stefano Borzillo, Steffen Raub

Dans Straub, Thomas, Einführung in die Allgemeine Betriebswirtschaftslehre (Pp. 103-141). 2020, München, Deutschland : Pearson

Link to the publication

2018

Challenges to the learning organization in the context of generational diversity and social networks

Scientific paper ArODES

Renata Kaminska, Stefano Borzillo

The learning organization, 2018, vol. 25, no. 2, pp. 92-101

Link to the publication

Summary:

Purpose : The purpose of this paper is to gain a better understanding of the challenges to the emergence of a learning organization (LO) posed by a context of generational diversity and an enterprise social networking system (ESNS). Design/methodology/approach : This study uses a qualitative methodology based on an analysis of 20 semi-structured interviews in a high-tech organization and internal company documents relating to the introduction of a new, centralized ESNS. Findings : This study uncovers fundamental differences between Generation X and Y employees regarding their ESNS adoption and use. While Xers take more time to adopt the new centralized ESNS introduced into the company, their use seems in line with the company culture and corporate norms of behavior. At the same time, even if Yers are faster ESNS adopters, they use it as they use Facebook disregarding the hierarchy and organizational boundaries. This creates tensions between Generation X and Y and undermines the formation of the LO. Research limitations/implications : As conclusions are specific to a context of a single organization, the authors recommend other case studies, to enrich the findings. Originality/value : By highlighting how the use of social networks modifies who has the power and the control over knowledge in an organization, this paper enriches the theory on the LO. It has implications for managers wishing to design LOs in the context of intergenerational diversity.

2017

The innovative company :

Book ArODES

an ill-defined object

Danièle Chauvel, Stefano Borzillo

2017, Hoboken : Wiley, 172 p.

Link to the publication

Balancing control and autonomy in communities of practice :

Scientific paper ArODES

governance patterns and knowledge in nine multinationals

Stefano Borzillo

Journal of business strategy, 2017, vol. 38, no. 3, pp. 10-20

Link to the publication

Summary:

This research aims to uncover three forms of communities of practice (CoPs), based on a set of six governance mechanisms. The focus is on the specific question of how organizations combine different governance mechanisms to balance autonomy and control in the management (steering) of CoPs. This paper is based on a study of 16 CoPs in nine multinational organizations.

L'entreprise innovante :

Book ArODES

un objet mal identifié

Danièle Chauvel, Stefano Borzillo

2017, [S.l.] : ISTE, 140 p.

Link to the publication

Summary:

Cet ouvrage est le deuxième de la série « L'innovation entre le risque et la réussite ». Son objectif est d’esquisser le profil d’une entreprise innovante capable de maintenir et déployer sa compétitivité. L’entreprise innovante, un objet mal identifié analyse les principales caractéristiques d’un tel type de firme d’après la littérature scientifique sur le sujet et des exemples puisés dans le contexte organisationnel fait de petites et grandes entreprises. L’ouvrage présente cinq principaux leviers qui définissent la main (in)visible de l’entreprise innovante. Il considère l’innovation comme un processus basé sur les connaissances et met en évidence les dimensions humaine, sociale et durable dudit phénomène. Le lecteur, qu’il soit dirigeant d’entreprise, manager, collaborateur ou étudiant, trouvera dans cet ouvrage un éclairage actualisé sur les concepts « d'innovation » et « d'entreprise » tous deux multi-facettes et fortement évolutifs.

Balancing present needs and future options :

Scientific paper ArODES

how employees leverage social networks with clients

Emmanuel Josserand, Achim Schmitt, Stefano Borzillo

Journal of business strategy, 2017, vol. 38, no. 1, pp. 14-21

Link to the publication

Summary:

This paper applies a social capital perspective to study how business units leverage individuals’ external networks to explore and exploit resources outside the firm’s boundaries. We explore this matter inductively by analysing the development and leveraging of social capital at the business unit level in a global commodity company. Our findings show how individuals’ strong and weak network ties support business unit ambidexterity. We also explore the characteristics of the supportive organisational context that allows firms to reap the benefits of their employees’ external social relationships. This study deepens our understanding of exploration and exploitation at both the individual and business unit levels and contributes to research on contextual ambidexterity.

2016

Entrepreneurship and ecosystems :

Book ArODES

global guidelines

Thomas Straub, Stefano Borzillo, Roxana Voicu-dorobantu

2016, New York : Growth Publisher Law, 2016, 106 p.

Link to the publication

Summary:

In this book, the authors take us on a journey that helps us understand the notion of entrepreneurship in multiple and interesting ways. Fundamental questions are first answered, such as: Why entrepreneurship is important for our society? Do entrepreneurs add to the wealth of a nation, contribute to the development of a society, create social change and stimulate the business climate? The authors then adopt a ‘toolkit’ pedagogical approach, by guiding new entrepreneurs on how to tackle the key challenges faced when launching a new business: Choosing the right market and understanding the steps in conceiving a relevant and effective Business Plan. The last section of the book explains how entrepreneurial ecosystems develop themselves, by presenting a global entrepreneurial ecosystem snapshot. The authors provide us with some very original examples from various developed and fast-developing countries, such as the USA, Switzerland China, and with some illustrations of the quest for entrepreneurship in Romania.

2015

Entrepreneurial ecosystem and regional development :

Book ArODES

a Romanian case study

Thomas Straub, Stefano Borzillo

2015, New York : Growth-Publisher

Link to the publication

2024

Marketing resilience :

Conference ArODES

can marketing empower sustainable hotel revenue streams during tough times ?

Augusto Hasman, Cindy Yoonjoung Heo, Isabella Blengini, Stefano Borzillo

Proceedings of the APacCHRIE 2024 Conference

Link to the conference

Summary:

Marketing is critical for business success, but it frequently faces budget cuts during economic downturns. This study examines the impact of marketing expenditures on Total Revenue (TrevPAR) across various hotel business models—chain, franchise, and independent—paying special attention to shifts during the Covid-19 pandemic and the differences in their revenue structures. Before the pandemic, increased marketing investment had a positive effect on TrevPAR across all hotel types; however, during the pandemic, this positive impact was only noted in franchise hotels. Furthermore, the study highlights that the influence of marketing spending on hotel performance is not consistent and varies significantly depending on the type of hotel.

2023

Creating a shared vision between top management and staff :

Conference ArODES

the case of the Fairmont Hotel (Mecca)

Stefano Borzillo, Salem Alshahrani

Proceedings of the I-CHRIE Conference 2023

Link to the conference

Summary:

This study is based on a collaboration between a Swiss Hospitality University and top management executives of the Fairmont Hotel (Mecca, Saudi Arabia). Data collected from 16 respondents (directors, managers, supervisors, employees) offered insights to Fairmont’s top executives on instigating collaboration with staff in co-creating a shared company vision. Saudi Arabia scores very high on Hofstede’s power distance dimension, so this action research collaboration between top management and staff is more of an exception than the rule. For both sides, it was a challenge as it pushed them out of their comfort zone.

How the orchestration of communities of practice drives innovation and resilience :

Conference ArODES

a review and research agenda

Jean-Philippe Bootz, Aurore Haas, Stefano Borzillo, Amine Belemlih, David Abonneau, Olivier Dupouet

Proceedings of the 6th Symposium KCO on value creation and collective resilience in communities

Link to the conference

Summary:

Purpose – This paper aims to determine how communities of practice (CoPs) influence innovation in the firm to promote organizational resilience. Specifically, this paper focuses on how the orchestration of CoPs can promote the exploitation and exploration of knowledge in the firm to innovate. Design/Methodology/Approach – Using a hybrid narrative perspective, a review of the literature enables to build a conceptual model of the orchestration of communities of practice for innovation and highlights avenues for future research. Research implications – This paper shows the importance of of orchestrating communities of practice to realize innovation. The focus of this paper is on innovation generated by CoPs as well as on the interactions between CoPs to achieve innovation. Thanks to the management of emergent and piloted communities of practice and interactions between communities, different types of innovation can be achieved. Originality/value – This paper addresses the orchestration of communities of practice to achieve innovation in the firm. It stresses the role of communities of practice in innovation as well as highlights the importance of interactions between communities of practice and across different types of communities. It conceptualizes the orchestration of communities of practice as a capability that can enable firms to advance innovation. By integrating several perspectives on communities of practice, this paper proposes a conceptual model with six levers to orchestrate communities of practice to reach innovation in organizations, and increase resilience

2022

Covid-19 and resilience :

Conference ArODES

how regional differences played out in Switzerland

Stefano Borzillo, Augusto Hasman

Proceedings of the I-CHRIE Conference 2022

Link to the conference

Summary:

The coronavirus pandemic has wreaked havoc on the economy and no region has been spared. In this article, we analyze the impact of the coronavirus in the different Swiss regions (cantons), focusing on the hotel industry. We find that regions that are more dependent on foreign visitorsand subject to greater competition in the recent past are the ones that suffered the most. We also found that visitors took an active role evaluating information concerning the evolution of the pandemic when deciding where to go.

The hospitality industry and Covid-19 :

Conference ArODES

stock price crash risk

Stefano Borzillo, Augusto Hasman

Proceedings of the I-CHRIE Conference 2022

Link to the conference

Summary:

In this paper we analyze the factors that have determined why certain companies in the hospitality industry managed to buffer the effects of Covid-19 more consistently than others. In particular, we focus on downside risk measures. We found that small and indebted companies quoted in the USA were those most affected or those that investors were less eager to hold during the pandemic. We also observe that although hotels suffered bigger losses during the period of analysis, restaurants were more affected by extreme events.

Achievements

PEOPLE@HES-SO Directory and Skills inventory

Borzillo Stefano

PEOPLE@HES-SO
Directory and Skills inventory