Purpose Building on the sociotechnical systems theory (STS), the purpose of this paper is to investigate the direct impacts of the social and technical QMs (ISO 9001) practices on both incremental and radical product innovation and the direct relationships relaying QMs (ISO 9001) as a sociotechnical system with incremental and radical product innovation. Design/methodology/approach The paper opted for a survey instrument to collect quantitative data from 82 Moroccan certified ISO 9001 firm. A partial least squares structural equation modeling (PLS-SEM) was used to test the research hypotheses. Findings Results show that the social and technical QMs (ISO 9001) practices do not have a significant relationship with incremental and radical product innovation when they are taken in isolation. However, when ranged together to constitute a whole sociotechnical system of QMs (ISO 9001), QMs (ISO 9001) prove to have a strong positive and significant impact on incremental product innovation and a weak positive and significant impact on radical product innovation. Research limitations/implications Because of the small sample size that might weaken the significance of the results and the use of cross-sectional data, this research may lack a large statistical generalizability vis-à-vis the analytical generalization. Practical implications The results provide useful implications for managers, suggesting that in order to develop their product innovation, they must ensure that both QMs (ISO 9001) social and technical practices achieve a high level of integration without allowing some quality practices to take over. Originality/value Based on the STS, this study is the first to focus primarily on the role of the multi-dimensional structure of QMs (ISO 9001), i.e. social and technical practices, in incremental and radical product innovation.

Sustainable innovation is a solution for the hospitality and tourism (H&T) industries to cope with the COVID-19 crisis, build resilience, and ensure survival post-pandemic. The primary aim of our review is to systematically identify and critically review the literature on sustainable innovation in H&T amid COVID-19 (conducted in 2020 and 2021), in order to synthesize and classify prevalent types, antecedents, and outcomes of sustainable innovation. The authors present a comprehensive review of the 58 articles on sustainable innovation in H&T through the Web of Science (WoS) database, spanning over 2 years (2020–2021). This review demonstrates that since the beginning of COVID-19, H&T have strongly mobilized network technologies (especially social media and digital platforms) and data-processing technologies (especially Artificial Intelligence (AI) and Machine Learning (ML)) in comparison with physical-digital interface technologies (especially Virtual Reality (VR)), while physical-digital process technologies remain very limited in these industries. Several relevant antecedents of the adoption of sustainable innovation, more specifically digital technologies, have been identified at multiple levels of analysis, including the organizational, managerial, and stakeholder levels. Our research also reveals several consequences of the adoption of sustainable innovation in H&T. These consequences were congregated according to the three main dimensions related to sustainability in economic, social, and environmental outcomes. This study provides important practical implications for the H&T sectors in the digital era and post-pandemic. The current research is the first study to systematically and critically review sustainable innovation in an H&T context.

Purpose While there is a consensus that dynamic capabilities (DC) and organizational agility are two key mechanisms that help firms to survive and cope with the environment’s dynamic change and uncertainties, little is known about their roles in leveraging firms’ preparedness to overcome organizational crises during turbulent contexts such as the COVID-19. The purpose of this study is twofold. This paper first analyzes the direct relationship between DC and organizational agility dimensions (i.e. customer, operational and partnering agilities). Second, this paper investigates the direct link between organizational agility dimensions and a firm’s organizational crisis preparedness. Design/methodology/approach Based on a survey of Moroccan firms administrated during the early stage of the COVID-19 pandemic, a theoretically derived model was tested using partial least squares structural equation modeling. Findings The results show that DC are significantly related to the three types of agility and that only customer and operational agility affect organizational crisis preparedness. Originality/value This research provides new insights into crisis management literature by introducing and empirically examining the impact of DC and organizational agility in addressing global crises such as the COVID-19 pandemic.