Innovation capability and culture: How time-orientation shapes owner-managers’ perceptions

The role of knowledge management in the tourism sector: a synthesis and way forward

“…For instance, they manage high volumes of information of new tourist knowledge, such as Big Social media data created at an increasingly rapid pace (Li et al , 2018). Researchers emphasize that tourism organizations are typically small and micro-sized and thus rather operations-oriented with limited capabilities to strategically engage in knowledge transfer (KT) processes (Muskat et al , 2021). In this regard, Hjalager (2010, p. 9) even notes that “massive structural and behavioral factors hinder innovation in tourism, and there is already solid evidence that SMEs may demonstrate an inclination to free-ride and be late and safe adopters.” Yet, not all externally created knowledge might be relevant to absorb (Thomas and Wood, 2014).…”

“…For instance, tourists create knowledge in high volumes, share via social media, share, hold high volumes of tacit knowledge, and similarly, stakeholders/knowledge creators/holders in the tourism (Sheehan et al , 2016). Tourism organizations need to understand and implement KM to build innovation capability (Muskat et al , 2021; Ruiz-Ortega et al , 2021), to renew their processes, services and products (Brooker and Joppe, 2014; Dwyer and Edwards, 2009), to innovate with radical, incremental and more sustainable new business models (Souto, 2015; Mwesiumo et al , 2022) – and above all to adapt their value propositions to existing and design experiences for existing and prospective tourists (Shulga and Busser, 2020; Tussyadiah, 2014).…”

Leading for Resilience: Fostering Employee and Organizational Resilience in Tourism Firms

“…Boosting such employee behaviors requires a reinforcing of the organization's core values and culture to instill a strong sense of purpose among employees in using their expertise to navigate challenging environments (Santoro et al, 2021). Resilience can be enhanced by encouraging creativity and innovation among employees (Nilakant et al, 2014) and the organization's learning capabilities (Muskat et al, 2021). Further, organizations need to be restructured to provide employees with more decision-making power, with leaders publicly endorsing such decisions.…”

The Effect of Market Orientation and Entrepreneurial Leadership on Performance Innovation with Organizational Ambidexterity as an Intervention based on Technology 4.0

“…Several indicators in SME innovation capability are focusing on consumer desires [19], able to cooperate and collaborate with other companies (OI) [20,21], have a dynamic market structure and competitiveness [22], protection of patents and trademark rights [23], technological advances [24], external recognition and financial incentives (subsidies) either from the government or from external parties, rapid and precise improvement and value of intrapreneurial behaviour [25,26] employees, improving skills and elaboration of knowledge [27,28]. Size of the organization and investment for research, investment capital, and constantly promoting innovation based to IT [29,30].…”