Key drivers of innovation capability in hotels: implications on performance

Pascual-Fernández, Primitiva; Vijande, María Leticia Santos; Sánchez, José Ángel López; Molina, Arturo

doi:10.1016/j.ijhm.2020.102825

Cited by 38 publications

(35 citation statements)

References 69 publications

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“…The results indicated that flexibility culture (FC) could significantly influence the innovation capability (IC) (β = 0.186, t = 2.712, p < 0.01), supporting H1; on the contrary, control culture (CC) could significantly and negatively impact the corporate innovation capability (β = −0.477, t = −6.905, p < 0.001), supporting H2. Most previous studies have also confirmed the positive role of culture on innovation capability from different perspectives (e.g., [56,58,59,61,115]). Meanwhile, the results of H2 confirm the negative effects of culture, echoing previous studies (e.g., [17,60]).…”

Section: Hypothesis Testingmentioning

confidence: 72%

“…As the key to gaining a competitive edge and ensuring success, innovation capability refers to a firm's ability to acquire and assimilate new knowledge and transform it into new products or services [55]. A great deal of research has been conducted on how firms acquire and enhance their innovation capabilities, producing many findings [54], among which corporate culture is seen as one of the determinants [56][57][58][59][60][61]. Unfortunately, Mendoza-Silva [54], through a systematic literature review, found that there is still a theoretic gap in terms of which corporate culture could enhance or inhibit a firm's innovation capability.…”

Section: Corporate Culture and Innovation Capabilitymentioning

confidence: 99%

“…This study hypothesizes that flexibility culture has a positive influence on innovation capability. First, studies have shown that such culture is one of the values that are most related to innovation culture [62,63], which directly improves innovation capability [56]. Second, flexibility culture emphasizes openness, creativity, entrepreneurship, and risk-taking [38], which in turn motivate employees to see innovation as a fundamental corporate value and live up to it.…”

Section: Corporate Culture and Innovation Capabilitymentioning

confidence: 99%

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A Study of the Relationship between Corporate Culture and Corporate Sustainable Performance: Evidence from Chinese SMEs

Wang

Huang²

2022

Sustainability

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Sustainable development is a significant issue facing small- and medium-sized enterprises (SMEs). Drawing on the literature of corporate sustainable development and the resource-based view, this study aims to examine how corporate flexibility and control culture influence sustainable performance by triggering innovation capabilities and investigate the moderating role of leadership style (i.e., transformational and transactional). The 186 matched questionnaire data from managers and employees in Chinese SMEs reveal that the flexibility and control culture are positively and negatively related to innovation capability, respectively, and that the latter mediates their influence on sustainable performance. Moreover, transformational leadership positively (negatively) moderates the relationship between flexibility (control) culture and innovation capability, while transactional leadership positively moderates the relationship between control culture and innovation capability. This study enriches the theoretical literature on corporate sustainable performance and provides management insights into how SMEs could survive and achieve sustained growth through corporate culture.

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Section: Hypothesis Testingmentioning

confidence: 72%

Section: Corporate Culture and Innovation Capabilitymentioning

confidence: 99%

Section: Corporate Culture and Innovation Capabilitymentioning

confidence: 99%

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A Study of the Relationship between Corporate Culture and Corporate Sustainable Performance: Evidence from Chinese SMEs

Wang

Huang²

2022

Sustainability

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“…The key competence model is an effective management tool to identify personal knowledge, skills and quality of employees, and the evaluation results based on the model can result in a positive impact on employees' personal performance and enterprise development (Pascual-Fernández et al, 2021). Generally, the competences covered by key competences should be evaluable, observable, and developable, including unique competence, general competence, and transformable competence.…”

Section: Talent Management Based On Key Competency Modelmentioning

confidence: 99%

An Empirical Study on Talent Management Strategies of Knowledge-Based Organizations Using Entrepreneurial Psychology and Key Competence

Liu

2021

Front. Psychol.

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The empirical study reported here aims to improve the effectiveness of knowledge-based talent management in science and technology enterprises and promote the stable development of enterprises. First, the impact of entrepreneurs’ psychological cognition and personal characteristics on entrepreneurial activities is analyzed based on entrepreneurial psychology. Then, the theory of key competence is introduced to study the management mode of knowledge-based talents. The advantages of talents in enterprises are sorted out through constructing the key competency model to manage talents efficiently. The technology-based enterprise M is taken as an example for analysis by the key competence model to obtain 18 key capability indexes. Through the principal component analysis of 255 employees’ survey results, finally, four factors are extracted (business execution ability, team cooperation ability, strategic thinking ability, and management decision-making ability), which can reflect 68.92% of the total key competence. The average values of “business execution ability” and “team cooperation ability” in the first-level dimension of key competence index are 4.14 and 4.24, respectively, which can be regarded as the essential key competence. The investigation results of the academic qualifications of staff of M indicate that 6% of employees have a doctorate, 38% have a master’s degree, 37% have a Bachelor’s degree, and 19% have a junior college degree or below. Moreover, knowledge-based employees are basically satisfied with the organization and management of the company, but they are dissatisfied with the training mechanism and promotion mechanism. Therefore, enterprises should pay attention to the psychological needs of knowledge workers and the innovation of talent management. The research results are of significant value for science and technology enterprises to absorb and retain knowledge-based talents and promote the common development of enterprises and employees.

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“…In a contemporary service-dominant business environment, innovation capability is a universal characteristic in service and manufacturing firms; innovation has become indispensable in the pursuit of competitiveness in the hospitality industry (Cho et al , 2019; Olannye and Edward, 2016). Innovation capability in the restaurant sector is still in its beginning (Lee et al , 2019), and the current research aims to explore and explain the influence of the drivers of innovations on restaurants’ value system for hospitality (VSH) in optimising hospitality performance (Lee et al , 2016; Hallak et al , 2018; Pascual-Fernández et al , 2021; Najib et al , 2020). The significance of innovation capability in the hospitality sector has been investigated by identifying the need for expanding the body of research on innovation and its influence on hospitality performance optimisation (HPO) (Diffley et al , 2018; Mariani et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

Optimisation of restaurants’ hospitality performance: the roles of innovation, internal and external power understanding capability

Rahman

Hassan

Fattah

2021

IJIS

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Purpose This study aims to explore which drivers of innovation in the hospitality industry optimise hospitality performance in a multivariate nexus of restaurants’ value system for hospitality (VSH) and internal–external power understanding capability. Design/methodology/approach The study applied a cross-sectional questionnaire survey research design, targeting employees who were working in full-service restaurants. Descriptive statistic, confirmatory factor analysis and structural equation modelling (SEM) were performed. A total of 364 respondent’s responses were used in the data analyses. Findings Results of the empirical analysis reveal that collaborative innovation capability has the closest relationship with hospitality performance optimisation (HPO), followed by VSH, employee creativity and knowledge management system capability. The analysis with the bootstrapping method shows that VSH mediates the relationship between the drivers of innovation and HPO. The empirical results also suggest that firms’ capabilities of understanding internal and external environments are significant moderators of the relationship between VSH and HPO. Research limitations/implications The empirical findings provide restaurant managers with an improved understanding of how the drivers of innovation capability influence HPO. Findings from this research emphasise that hotel managers should consider internal and external environmental issues to adjust their strategies for improving hospitality performance in a competitive environment. Practical implications Findings suggest that restaurant managers should implement the drivers of innovation in their respective work environment, together with their adequate involvement with staff and understanding of environmental issues, to produce innovative hospitality strategies. Originality/value This research contributes a comprehensive framework of HPO in the restaurant business setting that leads to a competitive advantage. To the best of the authors’ knowledge, this research is one of the pioneer studies to contribute to the hospitality literature that investigates the effect of the drivers of innovation on VSH and HPO by considering the moderation role of internal and external environmental understanding capability.

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Key drivers of innovation capability in hotels: implications on performance

Cited by 38 publications

References 69 publications

A Study of the Relationship between Corporate Culture and Corporate Sustainable Performance: Evidence from Chinese SMEs

A Study of the Relationship between Corporate Culture and Corporate Sustainable Performance: Evidence from Chinese SMEs

An Empirical Study on Talent Management Strategies of Knowledge-Based Organizations Using Entrepreneurial Psychology and Key Competence

Optimisation of restaurants’ hospitality performance: the roles of innovation, internal and external power understanding capability

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