Purpose – The purpose of this paper is to test the linkage between innovation strategies (process innovation and service innovation) and organizational performance in the context of Malaysia hotel industry. Design/methodology/approach – A total of 475 sets of questionnaires administrated through mail to all three star and above rating hotel managers in Malaysia, and only 24 percent of it, which is 114 were usable. Regression was utilized to test the link of innovation strategies and performance. Findings – The results showed that hotels in Malaysia used process innovation and service innovation as their functional-level strategy. Specifically, both process innovation and service innovation strategies positively linked with performance. But, the paired sample t-test result indicated that process innovation has slightly greater effect on performance than service innovation. In addition, this study found that hotel size significantly affected the performance. Research limitations/implications – This study is one of the limited number of studies which has empirically addressed the effect of innovation strategies on performance in hotel industry. Additional researches are needed to address effect of potential mediators or even moderators in innovation strategies and performance linkage. Practical implications – This study found that implementation of process innovation and service innovation as their functional strategy could assist to attain better performance in Malaysia hotel industry. Entirely the findings provided new insight to the hotel management in understanding the role of innovation strategies in generating enhanced performance. Originality/value – Process innovation and service innovation in the service industry have received very limited empirical attention in current innovation literature. This study extended the body of knowledge in innovation literature, particularly in hospitality sector in Malaysia.

The study is on performance measurement in academia. It aims at developing and validating the measurement scale for the performance of higher institutions. The items were developed based on the extant literature. Data were collected via an online survey in which a questionnaire link was sent to 269 vice chancellors/presidents of the sampled universities. A total of 133 responses were retrieved at the end of the data collection period. This study used proportionate random sampling for sample selection. The goodness of measures was checked via field experts, academicians, and data analysis with SPSS. Overall, the alpha coefficient was .974. The outcome of exploratory factor analysis (EFA) exposed all factors loaded more than 0.50. The results revealed that the instrument was reliable and valid. Hence, the instrument developed was suitable to be used in examining the performance of higher institutions.

Today’s organizations need market orientation practices to strive and generate superior performance and competitive advantage in the modern turbulent marketplace. Thus, this research inspects the respective links between the dimensions of (a) competitor orientation and (b) customer orientation and performance in the context of hotels in Malaysia. Data were gathered through self-administrated mail questionnaires directed to the top- and middle-level managers of three- to five-star-rated hotels in Malaysia. The findings indicated that hotels in Malaysia practiced competitor orientation and customer orientation as their core marketing strategy. Specifically, both competitor orientation and customer orientation positively linked to organizational performance. Few studies have investigated the practices and effects of market orientation on performance in the Malaysian hotel setting. Therefore, this study provided new insights into the understanding of market orientation practices in the hotel industry, particularly in Malaysia. In addition, the significance of this study, potential limitations, and future examination directions are highlighted.

This research used strategy implementation perspective and strategic alignment of organizational strategies to investigate the link of cost leadership strategy, process innovation and organizational performance in context of Malaysia hotel industry. The purpose is to show that cost leadership strategy and process innovation have a significant impact on organizational performance. The paper designed a mail and email survey that was sent to top and middle level managers in three stars and above rated hotels, which resulted in 54 usable surveys. The results show that cost leadership significantly affects the process innovation and process innovation also significantly affects the organizational performance. Furthermore, the results show that process innovation mediates the cost leadership strategy and organizational performance link. Consequently, the hotel managers, perhaps make strategic decisions by simultaneously develop cost leadership and process innovation to obtain superior organizational performance and competitive advantage.

Higher