Understanding collaborative innovation from a dynamic capabilities perspective

Abstract

Purpose-This paper aims to understand the key factors affecting collaborative innovation in a destination management organisation from a dynamic capability perspective. Design/methodology/approach-An in-depth case study was conducted, using semistructured interviews with the CEO and Chairman of the DMO and internal DMO documents from 2011-2016. Thematic analysis was carried out on the data both deductively, with generic themes identified and informed by theory, and inductively, where detailed subthemes were developed from the data. Findings-The success of innovation in the context of a DMO depends on having a strong base of microfoundations that underpin the DMO's capabilities to sense and seize opportunities and reconfigure its assets for competitive advantage. Collaboration with the key players in the sector has been the essential elements of these microfoundations. Research limitations/implications-This study has been conducted within a single DMO case study. Future research should test the proposed models in different types of organisation and collaborative contexts. Practical implications-The proposed dynamic capability framework helps managers to achieve collaborative innovation, leading to competitive advantage through better development of relevant capabilities. Originality/value-The study represents a first attempt to understand the key factors enabling successful collaborative innovation in the context of DMOs, from a dynamic capability perspective. The unique opportunity of accessing information and witnessing the changes in a DMO over a period of five years enabled the authors to gain in-depth insights and comprehensive understanding as to why and how a UK DMO has been successful in enhancing its business performance through a successful collaborative innovation.

Dynamic Capabilities and Their Impact on Intellectual Capital and Innovation Performance

“…Proper management is considered an important prerequisite for managing intellectual capital. In past decades, several researchers highlighted the necessity to develop a modern perspective to achieve innovation performance in a firm [27,[44][45][46]. Driven by this idea, many frameworks have been developed that depend on research backgrounds and subjects without using any consistent design strategy [47,48].…”

The State of Qualitative Research in Hospitality: A 5-Year Review 2014 to 2019

“…For all the steps starting from the design and execution of the experiment, to the analysis, and to the report of the findings, the authors provided a transparent description, further evidencing the confirmability of their findings. Another good case in point refers to Alford and Duan (2018), which introduced an in-depth case study by rigorously compiling data from semistructured interviews and internal destination management organization (DMO) documents (triangulation of data sources), to identify the key factors influencing collaborative innovation in a DMO. In recognition of potential bias related to the interviewer’s role as well as a need to address reflexivity and subjectivity, the authors followed a process of bracketing as introduced by Jones et al (2013), during which they proactively took into consideration the possible biases and have the study’s coresearcher challenge any assumptions that might have been made based on overfamiliarity with the case (researcher triangulation).…”

Revenue Management Perspectives in Small-Farm Winery Operations

“…Competitive advantage does not stem solely from unique resources but also business leaders' distinct capabilities in analyzing and managing such resources. Dynamic capabilities approach focuses on how the stewards of organizations continually adapt and reconfigure valuable resources to achieve and maintain competitive advantage (Alford & Duan, 2018). Owners of small-farm wineries operate in a dynamic environment interacting with external forces such as regulatory policies, shifting consumer behaviors, and sources of competition.…”