Innovation capability and pioneering orientation in Peru’s cultural heritage tourism destinations: Conflicting environmental effects

Ruiz‐Ortega, María José; Villaverde, Pedro Manuel García; Gala-Velásquez, Bernardo De La; Hurtado-Palomino, Américo; Salas, Angela Arredondo

doi:10.1016/j.jhtm.2021.07.012

Cited by 24 publications

(15 citation statements)

References 59 publications

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“…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).…”

Section: Introductionmentioning

confidence: 99%

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

Anand

Shantakumar

Muskat

et al. 2022

JKM

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Purpose This study aims to explore and synthesize the role of knowledge management (KM) in tourism organizations (including micro, small, medium and large enterprises and destination management organizations). Design/methodology/approach This study adopts systematic review methods to synthesize the role of KM in tourism from 90 journal articles. Findings This study identifies the prominent theories adopted to explore the relation and impact of KM in the tourism sector, the geographic distribution of the literature and thorough qualitative synthesis. This study identifies the critical research themes investigated and the outcome of KM applications. Finally, through reviews, this study identifies critical gaps in the literature and offer promising avenues to advance the KM in tourism research. Originality/value This is one of the few papers that comprehensively review the role of KM in the tourism industry and offer implications.

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Section: Introductionmentioning

confidence: 99%

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

Anand

Shantakumar

Muskat

et al. 2022

JKM

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“…The capability to cooperate and compete with local agents is key, without neglecting the global scenario (Klingebiel & Joseph, 2016). Likewise, there are previous studies that analyze pioneering behavior in companies located in Peru's world heritage cities (Ruiz-Ortega, Garcı ´a-Villaverde, De La Gala-Vel asquez, Hurtado-Palomino, & Arredondo-Salas, 2021;Garcı ´a-Villaverde et al, 2021;Hurtado-Palomino et al, 2021), obtaining interesting contributions in the theoretical advancement in the tourism industry.…”

Section: Pioneering Behaviormentioning

confidence: 99%

Organizational flexibility and pioneering behavior: the indirect effect of market dynamism in tourism firms

Gala-Velasquez

Hurtado-Palomino²,

Zirena³

2023

IJTC

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Purpose The purpose of this study is to understand the moderating role of market dynamism in the relationship between organizational flexibility and pioneering behavior in tourism firms in Arequipa, Peru. This study aims to delve into the antecedents of pioneering orientation understood as a strategic stance that favors the creation and launch of new products in the market. Design/methodology/approach This empirical study involved the analysis, using partial least squares regression, of 306 surveys administered to mangers of tourism enterprises. Mediation has also been examined using the bootstrapping method. Findings The results show that organizational flexibility has a positive impact on pioneering behavior, while market dynamism positively mediates this relationship. Practical implications This work provides interesting theoretical and empirical contributions for the management of firms in the tourism sector. Firms should develop capabilities to reconfigure their processes and products to adequately implement and exploit innovations generated in their organizations. In addition, tourism enterprises should improve their performance by creating new products and/or services, aligned with changes in customers' purchasing and consumption habits. Originality/value This study aims to elaborate on the background of pioneering orientation understood as a strategic stance that favors the creation and launch of new products in the market. This study also proposes that market dynamism is a factor to be considered in improving this relationship.

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“…The adoption of innovation is linked with leadership support (Arici and Uysal, 2022), organisational learning (Akgün et al, 2022) and business intelligence (Khaddam et al, 2021). However, IC is one key source of SCA in hospitality and tourism enterprises (Balan and Lindsay, 2010;Gürlek and Koseoglu, 2021;Pascual-Fern andez et al, 2021;Ruiz-Ortega et al, 2021a). To increase consumer value and gain a competitive advantage, tourism companies must build and develop innovative ideas by using innovative and collaborative trip planners to meet customers' suggestions and improve their processes (Lee and Hsieh, 2010).…”

Section: Ijchm 356mentioning

confidence: 99%

“…Prior investigations can be classified into seven categories. The first explores the effect of EO on SCA (Bambang et al , 2021; Kiyabo and Isaga, 2020; Sirivanh and Sukkabot, 2014; Widyanti and Mahfudz, 2020), the second examines the impact of MC on SCA (Bambang et al , 2021; Kamboj and Rahman, 2017; Lee and Yoo, 2021), the third studies the relationship between IC and SCA (Adam et al , 2017; Ferreira et al , 2020; Pascual-Fernández et al , 2021; Ruiz-Ortega et al , 2021a), the fourth analyses the link between MI and SCA (Anning-Dorson, 2018; Hussain et al , 2020; Javanmard and Hasani, 2017; Na et al , 2019), the fifth estimates the interactive relationships among SCA’s antecedents (i.e. EO, MC and IC) (Makhloufi et al , 2021; Potočan, 2013), the sixth explores the relationship between SCA and MP (Lee and Yoo, 2021; Na et al , 2019) and the seventh measures the mediating role of SCA (Hussain et al , 2020; Kamboj and Rahman, 2017; Mahmood and Hanafi, 2013).…”

Section: Introductionmentioning

confidence: 99%

Effects of entrepreneurial orientation, marketing, and innovation capabilities, on market performance: the mediating effect of sustainable competitive advantage

Elgarhy

Abou-Shouk²

2022

IJCHM

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Purpose The purpose of this study is to examine the direct/indirect effects of sustainable competitive advantage (SCA) antecedents (entrepreneurial orientation, marketing capability, innovation capability and marketing innovation) on market performance (MP) in travel agencies. Design/methodology/approach A survey was used for data collection randomly from 315 managers in travel agencies and structural equation modelling was used for testing research hypotheses. Findings The findings of this study showed that SCA is a partial mediator between SCA antecedents and MP. SCA antecedents significantly improve the prediction of travel agencies’ MP. Practical implications This study offers useful insights to managers, services providers and marketers of travel services who seek to achieve competitive positions and strengthen their marketing and innovation capabilities to support their survival in the travel supply chain in an accelerated technological changeable travel and tourism market. Originality/value The literature review lacks an integrated model that investigates the effect of SCA and its antecedents on MP. The introduced research model provides a deep insight into the mediating role of SCA in improving business performance.

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Innovation capability and pioneering orientation in Peru’s cultural heritage tourism destinations: Conflicting environmental effects

Cited by 24 publications

References 59 publications

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

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

Organizational flexibility and pioneering behavior: the indirect effect of market dynamism in tourism firms

Effects of entrepreneurial orientation, marketing, and innovation capabilities, on market performance: the mediating effect of sustainable competitive advantage

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