The impact of dynamic capabilities and dynamic performance measurement on competitive performance: evidence from Thai hotel entrepreneurs

Abstract

This research aims to provide empirical evidence on the causal relationships among the effects of dynamic capabilities and the dynamic performance measurement on high performance organizations (HPOs) and the competitive performance of hotel businesses in a world-class tourism destination of Thailand. The research using questionnaires to collect data from 115 hotel businesses located at a world class tourism destination in Thailand. The data were first analysed using descriptive statistics and then confirmatory factor analysis and structural equation modelling were conducted. The study results reveal that the causal relationship model fit the empirical data ( 2 = 74.39, p-value = 0.15,  2 /df = 1.18, CFI = 0.99, GFI = 0.92, NFI = 0.96, RMSEA = 0.04, and SRMR = 0.03). In addition, the results also indicate that the dynamic capabilities have a direct positive effect on dynamic performance measurement. The study reflects that being a HPO not only has a direct positive effect on competitive performance but is also a complete mediator in transferring the effects of the dynamic capabilities and dynamic performance measurement to competitive performance. Under an increasingly dynamic environment, traditional performance measurement innovations that only consider measurement and management tend to lead to imperfections and lower benefits. Additionally, traditional performance measurements are static characteristics; therefore, it is essential to catch up with the dynamic environment. This research will provide empirical evidence of the causal relationship of how dynamic capabilities and dynamic performance measurement affect a HPO and competitive performance towards excellence under a dynamic environment.

Dynamic capabilities in tourism businesses: antecedents and outcomes

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Testing for Convergence in Competitiveness and Growth in Selected Economies from 1994 to 2020

“…Labor productivity on firms' level is also crucial for competitiveness (Toan et al 2020), and corruption is a limiting factor (Skrynkovskyy et al, 2021). Measuring competitiveness on a firm level (Pattanasing et al, 2021) and firms' organizational characteristics have a significant role in competitiveness (Sun & Lee, 2019).…”

Creating Social Value Using the High-Performance Organisation Framework

“…As creating social value can be seen as a category of organizational results, our proposition is that becoming an HPO will aid in creating social value. In addition, the HPO Framework has been used in earlier research to study the relation between capabilities, highperformance organizations, and organizational performance (Al-Shummary et al, 2016;de Waal, 2012b;Honyenuga et al, 2019;Mukif et al, 2020;Pattanasing et al, 2021Pattanasing et al, , 2022. It has also been applied in the context of MNEs (de Waal, 2012b;de Waal & Hanna, 2016;de Waal & Schreurs, 2017).…”