Innovation, which leads to process changes and product development, tends to increase the sustenance of companies and helps firms to expand faster and more effectively, eventually more profitably than non-innovators. Innovation is commonly seen as a key source of sustainable competitive advantage in a changing environment. However, the success of the hospitality industry relies a lot on how well they gear their innovations towards preserving the natural and cultural attractions that make tourist/customers to visit their destinations. This study, therefore, is empirically designed to explore how innovation types, which include process, product, marketing, and organizational innovation, impact performance of hotel firms in Ghana. With top-level managers being our target respondents, 680 star rated hotels were purposely sampled from the hospitality industry, among which 550 hotel firms provided valid and accurate responses. Data obtained from the survey through the administration of a well-structured questionnaire was analyzed through SPSS statistical package. Through the estimation of series of regression models using the Hierarchical regression method of analysis, we witnessed that process, product, marketing, and organizational innovation employed as innovation types have palpable and statistically significant liaison with performance of hotel firms in Ghana. We, therefore, conclude that, for hotels to achieve high firm performance, personnel within the firm should be encouraged and empowered to develop innovative mentalities and abilities. In addition, hotel firms and the industry at large should be abreast of current trends of sustainability and endeavor to gear their innovation operations towards a more sustainability-oriented firm since incorporating sustainable innovative strategies into firms’ operations will not only create a good image and reduce cost but would also safeguard the natural attractions that guests patronize.

This study analyzes seven bioeconomy sectors with the aim of establishing the leading contributing sectors to gross domestic product (GDP), and also determines the future relationship between bioeconomy and the national economy in Japan. We use data from World Input-Output Database (WIOD), International Renewable Energy Agency (IRENA), and the World Bank Group for this analysis. First, we use principal component analysis (PCA) techniques to identify the bioeconomy sectors that contribute significantly to the national economy. We find through the PCA that all the bioeconomy sectors that we analyzed contribute almost uniformly and significantly to the national economy. We also find forestry and wood sectors to be the most significant contributing bioeconomy sectors. We use the autoregressive distributed lag (ARDL) bounds test to prove the existence of short-run and long-run relationships between bioeconomy and gross domestic product (GDP). We finally use the vector error correction Granger causality model to establish a bicausality between bioeconomy and GDP in the long-run, but not in the short-run.

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Inventory management encompasses a wide variety of tasks. These tasks differ depending on the organization. The study's main goal is to evaluate inventory management activities at Takoradi Technical University's hospitality management department. Non–experimental analysis was used to design the sample. The study's target population was hospitality students with sample sizes of 60 students. Purposive sampling was used to collect data for the analysis. The analysis relied on primary data.  To collect data for the analysis, a structured questionnaire was created with both opened-ended and closed-ended questions. Statistical Package for Social Sciences (SPSS) and Microsoft Excel were used to analyze and process the information. Frequency distribution tables, pie charts, and bar charts were used to display the findings. According to the results, the department did a commendable job of resource management in order to provide supplies for the students' practical training. The department's inventory management process was purely commercial and the proper inventory management process was implemented. Regardless, it was recommended that the hospitality department strive to keep inventory under control. Evidence for inventory management and record documentation should also be handy at all times.