Service innovativeness and the structuring of organizations: The moderating roles of learning orientation and inter-functional coordination

Abstract

This paper aims to investigate the influence of organizational structure on service innovativeness by testing the moderating roles of learning orientation and inter-functional coordination. This helps to understand how organic structure influences service innovativeness when it is effectively leveraged with favorable organizational factors. Data was collected from 178 hotel managers and executives in Japan and moderated regression analysis was performed to analyze the data. Findings of the study suggest that higher levels of service innovativeness are positively related to higher levels of hotel business performance. In addition, organic structure makes a positive influence on service innovativeness and an increase in the levels of learning orientation boost the effectiveness of organic structure on service innovativeness. Moreover, the positive association between organic structure and service innovativeness become stronger when all firm's functions make an attempt to cooperate and contribute to disseminating customers and competitors' information in the hotels. These findings contribute to understanding how hotel service innovation is affected by service innovativeness, organizational structure, learning orientation and inter-functional coordination.

Learning orientation and innovation performance: the mediating role of operations strategy and supply chain integration

“…Learning is considered as the beliefs and values that lead to the development of knowledge, insight and awareness (Huber, 1991;Sinkula, 1994;Tajeddini, Altinay, & Ratten, 2017). Organizational learning orientation as a derivation from the organizational learning theory is described as a wide range of activities related to the creation and use of knowledge (Calantone, Cavusgil, & Zhao, 2002;Fang et al, 2014) and orients the organization in direction of learning.…”

Features of Innovative Personnel Management of Service Companies in the Period of Implementation of Organizational Changes

“…All this pushes the management of service enterprises to develop and implement innovative development strategies aimed at expanding the range and improving the quality of services, as well as minimizing the likely losses [1,2]. Thus, when developing a management strategy for the management of service enterprises, the need to implement systemic changes affecting organizational, resource and personnel subsystems becomes important [3]. In the process of adaptation of service enterprises to new market relations, innovative management strategies, a certain type of organizational behavior are formed, which are characterized by a dynamic balance between the processes taking place in the environment and the system [4].…”

Improving Strategic Orientations for Promoting Hotel Services Using an Integrated Rough Magdm Model

“…Hence, it has become of the utmost importance for hotels to be both adaptive and strategic. At the same time, to sustain a competitive advantage and achieve market success, hotels should place strategic orientations at the core of the corporation's competitiveness and extend and enhance the strategic planning of their administrators (Trueman, 2011;Tajeddini & Trueman, 2014;Tajeddini, Altinay, & Ratten, 2017). Hence, strategic orientations such as market, entrepreneurial, and interaction orientations are among the most valuable types of capital and are essential to strive effectively in today's global market.…”

“…Hotels are faced with challenges connected to the ever-growing volume and pace of competition today. Strategy-making activities and marketing in the hotel industry is a serious undertaking and the strategic orientation of services to enhance the organizations' competitive advantages in the service industry has garnered much attention (Noble, Sinha, & Kumar, 2002;Brower & Rowe, 2017;Tajeddini & Trueman, 2014;Tajeddini et al, 2017). To acquire a competitive advantage requires the collective efforts of administrators, along with their group members, to make good decisions and rapidly respond to variations in the commercial surroundings (Yeo, 2007;Jorgensen, 2004).…”

“…Moreover, to adapt to environmental varies and enhance performance, hotels must be able to respond to uncertainty and embark on strategic planning programs. Therefore, in the face of strong competition in a rapidly-changing market, firms must improve the strategic orientations leading their activities and behaviors (Tajeddini & Trueman, 2014;Peng, 2003;Zhou, Yim, & Tse, 2005;Tajeddini et al, 2017).…”