A growing hotel sector makes a significant environmental footprint. Due to a contemporary focus on climate change and high competition within tourism, enhancing sustainability through energy savings is a priority for many hotels. Through technological innovations, Internet-of-Things (IoT) technology provides the opportunity to integrate more systems (e.g., heating, air-conditioning, window-openings) on a platform (also known as smart management), making it easy for a hotel guest to operate room conditions through a single device while also optimizing hotel operations. A research gap on the likelihood of adopting IoT technology to pursue sustainability in the hotel sector exists. Based on explorative case studies of five high-end hotels, this paper offers propositions on drivers for hotels’ use of IoT to deliver on their sustainability goals. This study suggests that a hotel is more inclined to implement IoT if (1) the hotel is focused on energy savings, e.g., due to green certificates; (2) it belongs to an international hotel group; (3) decision makers perceive sustainability to be important for their customers; (4) the target group is more B2B (business) than B2C (leisure); (5) the hotel a five star one; and (6) the hotel guests come from Northern Europe or North America.

Purpose: The purpose of this paper is to explore, study, analyze and implement Kaizen–Kata methodology in a service food organization (first-level restaurant), facing challenges in different operational processes that affect and influence the case company performance and customer satisfaction. Design/methodology/approach: The service organization implemented Kaizen–Kata methodology to improve one operational problem process. A case-study approach was used in this research to understand the effects of the Kaizen–Kata methodology in solving problems in their operational service process. Different Kaizen–Kata techniques and tools (histograms, Pareto chart and Ishikawa diagram) using the Plan, Do, Check, Act improvement cycle framework were used. Findings: Successful implementation of the proposed methodology reduced the main impact of the problem’s effects (customer’s complaints, process reworking, extra-cost, delays, among others). The effects of the problem were reduced on average by 70%. Some Kaizen–Kata routines were identified in a service process environment. Research limitations/implications: The main limitation of the research is that this work is a just one-case study. A main generalization is not possible, because it involves a company within a company. Practical implications: Some other service companies can use the Kaizen–Kata methodology to solve any kind of operational problem within their processes. Service managers can learn about the methodology to apply and improve their operational performance and handle customer’s complaints. Originality/value: A continuous improvement manufacturing methodology was imported to apply in an operational service process. The Kaizen–Kata methodology contributed significantly to reduce delays, handle customer’s complaints, process reworking and deal with extra costs, among other operational problems’ effects. In addition to that, in the literature, most of the Kaizen applications are in manufacturing companies. To the best of authors’ knowledge, this was the first study of applied Kaizen–Kata in a service organization (a fast-food restaurant).

Background: The COVID-19 pandemic has been recognized as a trigger for redefining supply chains at the global level, and has created an intense debate within the academic community and among policy-makers and practitioners. Among other industries, health care has been dramatically hit by the scarcity of “medical products,” specifically for personal protective equipment (PPE-like), due to supply chain disruptions coupled with dramatically increased demand. We aimed to analyze how the scarcity of PPE-like during the COVID-19 pandemic has modified the behavior of decision-makers in the PPE-like supply chain at the hospital level, and to explore what changes could be implemented to cope with future PPE-like shortages. Methods: We used an explorative approach based on semi-structured interviews with key informants in the Spanish health care industry. More specifically, we held interviews to industry experts at three hospitals in three Spanish regions to map the consequences of the COVID-19 pandemic onto the buying decision-making process. Results: Different strategies were developed by decision-makers at hospitals before, during, and after the first wave of the COVID-19 pandemic in Spain. Our paper offers two main findings: a) decision-makers changed their purchasing behavior from a cost main driver to guaranteeing the availability of supplies; b) they supported the idea of giving more “strategic autonomy” to Spain or Europe through back and nearshoring decisions. Conclusions: This paper could be of interest to health care management at the national, regional, and hospital levels, as well as for policy-makers, since it could help to establish and configure policies to support the sourcing of medical products (specifically PPE-like) to anticipate potential supply disruptions. Our paper contributes to the limited existing literature on how purchasing strategies at the decision-maker level and supply vary in the health care industry when a public health crisis appears, and what potential solutions might be for policy-makers and practitioners involved in the health care industry.

Managing sustainability along the supply chain has gained significant relevance in recent years, in both academic and business environments. The aim of this research paper is to describe and evaluate the degree of implementation of sustainable purchasing (SP) in the supply chain of the hotel sector in Spain, as well as to identify the main drivers and barriers to effective implementation. This is done from the double perspective of hotel chains and suppliers (industrial laundries). An exploratory and inductive qualitative methodology has been adopted, consisting of (a) observation; (b) collection, review, and analysis of primary sources; and (c) in-depth interviews with 15 managers of hotel chains and suppliers. This triangulation of data sources provides validity and credibility to the results and reduces any potential bias. Evidence is found to support that SP is at an early stage of implementation in the hotel sector in Spain, with big differences among companies. The results suggest that the main drivers and barriers to effective implementation are final customers, governments, market conditions, management commitment, and conflicts in customer/supplier interests. The authors propose a new classification of companies based on the size, type, and degree of implementation of SP.

Academic literature and practitioners acknowledge that there is a need to improve efficiency and service quality in the healthcare industry. In Spain, osteoporotic fractures represent a great cost in socio-economic and morbi-mortality terms, hip fracture being the surgical pathology with the second highest consumption of resources. The research questions that govern this study concern the use of Lean principles to identify waste, and an evaluation of the application of an innovative approach in the hip fracture surgery process. A research design based on a case study and action research was developed. Findings relate to (i) the identification of the main types of waste or muda (being the most frequent delay, transportation, over-processing and defects); (ii) the analysis of existing processes based on a Lean approach (identifying opportunities for improvement as a reduction of the number of steps and participants, improving communication, automation, standardization, etc.); and (iii) the application of an innovative process based on the Lean approach and action research in the healthcare industry. This research provides insights for academia, practitioners, management, and society: waste identification and process redesign helps to continue the improvement of operations, increase efficiency, reduce costs, and enhance services, providing benefits to patients, families, hospital employees, and the healthcare system.

Background: The COVID-19 pandemic has had global effects; cases have been counted in the tens of millions, and there have been over two million deaths throughout the world. Health systems have been stressed in trying to provide a response to the increasing demand for hospital beds during the different waves. This paper analyzes the dynamic response of the hospitals of the Community of Madrid (CoM) during the first wave of the severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) pandemic in the period between 18 March and 31 May 2020. The aim was to model the response of the CoM’s health system in terms of the number of available beds. Methods: A research design based on a case study of the CoM was developed. To model this response, we use two concepts: “bed margin” (available beds minus occupied beds, expressed as a percentage) and “flexibility” (which describes the ability to adapt to the growing demand for beds). The Linear Hinges Model allowed a robust estimation of the key performance indicators for capturing the flexibility of the available beds in hospitals. Three new flexibility indicators were defined: the Average Ramp Rate Until the Peak (ARRUP), the Ramp Duration Until the Peak (RDUP), and the Ramp Growth Until the Peak (RGUP). Results: The public and private hospitals of the CoM were able to increase the number of available beds from 18,692 on 18 March 2020 to 23,623 on 2 April 2020. At the peak of the wave, the number of available beds increased by 160 in 48 h, with an occupancy of 90.3%. Within that fifteen-day period, the number of COVID-19 inpatients increased by 200% in non-intensive care unit (non-ICU) wards and by 155% in intensive care unit (ICU) wards. The estimated ARRUP for non-ICU beds in the CoM hospital network during the first pandemic wave was 305.56 beds/day, the RDUP was 15 days, and the RGUP was 4598 beds. For the ICU beds, the ARRUP was 36.73 beds/day, the RDUP was 20 days, and the RGUP was 735 beds. This paper includes a further analysis of the response estimated for each hospital. Conclusions: This research provides insights not only for academia, but also for hospital management and practitioners. The results show that not all of the hospitals dealt with the sudden increase in bed demand in the same way, nor did they provide the same flexibility in order to increase their bed capabilities. The bed margin and the proposed indicators of flexibility summarize the dynamic response and can be included as part of a hospital’s management dashboard for monitoring its behavior during pandemic waves or other health crises as a complement to other, more steady-state indicators.