Cultural Tourism Clusters: Social Capital, Relations with Institutions, and Radical Innovation

Martínez-Pérez, Ángela; Elche, Dioni; Villaverde, Pedro Manuel García; Parra‐Requena, Gloria

doi:10.1177/0047287518778147

Cited by 42 publications

(28 citation statements)

References 77 publications

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“…Third, as outlined in the literature review, there is relatively little research on the relationship between linkages and tourism innovation (Hjalager, , ), with only a few related articles on the topic (Martínez‐Pérez et al, , ). This paper has sought to address this gap by extending the OIPT framework, which has previously focused on manufacturing industries and the relationship between linkages and process and product innovations, by investigating the relationship between linkages and five types of tourism innovation in both the service and manufacturing oriented parts of the tourism complex.…”

Section: Discussionsupporting

confidence: 73%

“…The process of technological innovation would rely on individuals both internally within the firm and externally outside the organizations. This applies also to tourism companies (Martínez‐Pérez, Elche, García‐Villaverde, & Parra‐Requena, ). In brief, research finds that the larger and the more diversified the linkages, the greater the novelty of process and organization innovation (Kim & Lui, ), because the linkages enable the firms to access more information, knowledge, and other resources.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Are different types of interfirm linkages conducive to different types of tourism innovation?

Tang

Williams

Makkonen

et al. 2019

Journal of Tourism Research

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Few studies have researched how the linkages of tourist firms are related to the types of tourism innovation. Therefore, an organizational information processing theory perspective, a case study approach, and a focus group method were adopted in the Pearl River Delta area (China) to discover how different types of firm linkages influence tourism innovation. The findings reveal that tourist firms have four main forms of linkages and that they have differentiated impacts on innovations. Intracompany linkages are beneficial for institutional, managerial, and product innovations; both intercompany and intrasectoral linkages encourage marketing and product innovations, whereas intersectoral linkages facilitate process innovation and product innovation. These findings fill a research gap in the knowledge of firm‐based innovative linkages and explore the importance of linkages between tourism services and tourism manufacturing.

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Section: Discussionsupporting

confidence: 73%

Section: Theoretical Frameworkmentioning

confidence: 99%

Are different types of interfirm linkages conducive to different types of tourism innovation?

Tang

Williams

Makkonen

et al. 2019

Journal of Tourism Research

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“…The literature on SC typically takes OSC as a "black box of producing innovation", and our knowledge of inter-relationships between organizational OSC and innovative capability is lacking the understanding of the intermediary channels through which knowledge is converted to innovative capabilities (Filieri andAlguezaui, 2014, p. 748, Weerakoon et al, 2019). Moreover, while the literature has studied SC and innovation extensively (e.g., Allameh, 2018;Hemph€ al€ a, and Magnusson, 2012;Mart ınez-P erez et al, 2019), research on employee-level creativity, which is a critical determinant of organizational innovation success (Bharadwaj and Menon, 2000;Heunks, 1998), remains scarce (Shalley et al, 2009;Soda et al, 2019).…”

Section: Theoretical Background and Hypothesis Buildingmentioning

confidence: 99%

Social capital, knowledge sharing, work meaningfulness and creativity: evidence from the Pakistani pharmaceutical industry

Bhatti

Vorobyev

Zakariya

et al. 2020

JIC

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PurposeAs an integral part of intellectual capital (IC), social capital (SC) has been studied as an asset crucial to social relationships among individuals and groups of individuals, which in turn have a significant impact on organizational performance outcomes. This study investigates the impact of organizational social capital (OSC) on employee creativity through the mediation role of knowledge sharing (KS) and moderation of work meaningfulness (WM).Design/methodology/approachThe authors base the analysis on employee-level data gathered via a cross-sectional survey designed for this study. The authors surveyed 217 employees of the pharmaceutical industry in Pakistan. The authors run a confirmatory factor analysis (CFA) and use structural equation modeling (SEM) and Hayes method to test the hypotheses.FindingsThe authors find that OSC positively affects employees’ willingness to share their knowledge with colleagues, which in turn has a positive effect on employee creativity (EC). The results also show that the relationship between social capital and knowledge sharing is moderated by work meaningfulness.Research limitations/implicationsThis study contributes to the IC in general and the SC literature in particular, by providing empirical evidence that shows how creativity could be a focal and pivotal performance outcome of organizational social capital through the moderated mediation roles of work meaningfulness and knowledge sharing.Originality/valueThe authors adopt the concept of SC from the organizational level to the individual level, examining how an individual's perception of organizational capital influences his or her creative behavior and exploring the role of KS and job meaningfulness (JM) in this relationship.

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“…In the field of tourism and hospitality, EO helps firms to acquire external support and sustain long-term competitive strategies (Peters and Kallmuenzer, 2018). In Chinese cultural and creative firms in particular, entrepreneurs are heavily embedded in the host community and act as bridges between visitors and the local community with a particular focus on traditional cultural sustainability (Liu, 2018;Mart ınez-P erez et al, 2019). In recent tourism and hospitality studies, the dimensions of innovation, proactiveness and risk taking are widely recognized in examinations of crucial entrepreneurial behaviours (Fu et al, 2019;Jogaratnam, 2017;Liu and Lee, 2015;Peters and Kallmuenzer, 2018 (Sardo et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

Creating competitive advantage through network ties, entrepreneurial orientation and intellectual capital

Liu¹

2020

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PurposeThis study attempts to explore how a cultural and creative firm's competitive advantages can be maintained through the accumulation of intellectual capital and entrepreneurial orientation. Another goal of this study is to identify the different mechanisms of network ties to explore the interrelationships between organizational capital and competitive advantage in the context of Taiwan and China.Design/methodology/approachStudy 1 and study 2 settings are applied, and 786 samples (i.e., 418 samples from Taiwan and 368 samples from China) are used to examine the proposed model.FindingsStudy 1 reveals that entrepreneurial orientation may influence the organization capital through human capital and social capital, which discloses the mutual relationships of intellectual capital. Further, the results of study 2 confirm the mediating role of intellectual capital that links the relationships between entrepreneurial orientation and competitive advantage. Specifically, this study also discovered that firms with more network or political ties (e.g. the Chinese samples) and business ties (e.g. the Taiwanese samples) tend to amplify the effects of organizational capital on competitive advantage.Practical implicationsAccording to our empirical results, cultural and creative managers should build a learning mechanism to encourage and develop entrepreneurial orientation and intellectual capital capacities and to provide means of understanding of customers' changing expectations. Hence, in enhancing entrepreneurial orientation and intellectual capital cultural and creative firms can develop a competitive advantage over competitors. Our findings also offer new insight to support further studies of the benefits of managerial ties for firms operating in Guanxi cultural settings in Chinese contexts.Originality/valueMost previous studies on tourism strategies have disregarded the impacts and different roles of government (e.g. political ties) and business (e.g. business ties) forces on cultural and creative firms' competitive advantages, suggesting a need to address social network issues in response to dynamic tourism environments. Therefore, this study examines differences in network ties and the differences observed between China and Taiwan in the context of Chinese cultural and creative firms.

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Cultural Tourism Clusters: Social Capital, Relations with Institutions, and Radical Innovation

Cited by 42 publications

References 77 publications

Are different types of interfirm linkages conducive to different types of tourism innovation?

Are different types of interfirm linkages conducive to different types of tourism innovation?

Social capital, knowledge sharing, work meaningfulness and creativity: evidence from the Pakistani pharmaceutical industry

Creating competitive advantage through network ties, entrepreneurial orientation and intellectual capital

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