Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Hoang, Giang; Nguyen, Huong Q.; Nguyen, Thuy Thu Thi

doi:10.1108/jstp-09-2022-0203

Cited by 5 publications

(1 citation statement)

References 138 publications

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“…During the crisis' shock phase, strict and unambiguous rules forced the accommodation providers to implement similar practices. In the later phases of the crisis, when the legal frame allowed for more initiative, the role of organizational culture, leadership, and managerial and employee support for successful innovation adoption became evident [46]. Overall, it is apparent that during the crisis, the accommodation providers were norm takers instead of norm setters.…”

Section: Discussionmentioning

confidence: 99%

Has the Coronavirus Crisis Ended Innovation Inertia? An Analysis of Accommodation Providers

Antonschmidt

2024

Highlights Sustain.

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The hospitality industry shows comparatively modest innovation activity. However, the coronavirus crisis challenged the industry and increased the need to implement new practices. Following a mixed methods, explanatory sequential research design, this study aims to examine the impact the crisis had on the innovation activity and implementation of different innovation types in the hospitality industry. For data collection, a structured survey of accommodation providers and complementary expert interviews were employed. The findings indicate three different phases in the accommodation providers’ response to the crisis, namely shock, acknowledgment, and adaptation and change. Each phase is characterized by distinct innovation behavior. In the shock phase, the businesses improvised and executed governmental orders. They tried to make sense of the crisis and recognized the need for change and innovation. In the acknowledgment phase, the businesses adapted their service offer to the “new normal” and communicated with their stakeholders to find individual solutions. Finally, in the adaptation and change phase, some accommodation providers were able to implement long-planned innovations and seize spontaneous innovation opportunities. Overall, incremental innovations were preferred to radical innovations, presumably due to cost reasons. Contrary to expectations, the accommodation providers did not show a preference for temporary innovations. Based on the findings, specific recommendations are formulated to increase the accommodation providers’ innovation efforts and prepare their resilience to future crises.

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Section: Discussionmentioning

confidence: 99%

Has the Coronavirus Crisis Ended Innovation Inertia? An Analysis of Accommodation Providers

Antonschmidt

2024

Highlights Sustain.

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Systemic relation between innovation capabilities, innovation strategy, and financial performance of small and medium enterprises: Impact of technology trajectory, management obstacles, and investment

Quintero‐Sepúlveda,

Gallón‐Londoño,

Collazos

2024

Syst Res Behav Sci

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Innovation capabilities are an asset of the company to achieve competitive advantages, are related to strategy and impact on financial performance. They have been analyzed with quantitative methods that, although allow determining the causal relationships between the variables, are not enough to understand their dynamics, especially in developing countries. This study used structural equation modeling to confirm the relationships among four innovation strategies and innovation capabilities and financial performance in a sample comprising 135 small and medium enterprises (SMEs) in Colombia. In addition, an exploratory System Dynamics simulation model was designed based on archetypes to broaden the understanding of the behavior of relationships as variables change. It was found that investment in innovation capabilities, management obstacles, and the impact of changes in the technology trajectory influence the dynamics of the problem. Furthermore, different strategies generate different behaviors in innovation capabilities and different financial performance. Other theoretical and practical findings and implications are discussed.

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Entrepreneurial leadership: key to sustainable innovation and competitiveness in Islamic insurance companies in Jordan

Alshurideh,

Alsharif,

Alquqa

et al. 2024

JIMA

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Purpose This study delves into the significant impact of entrepreneurial leadership (EL), organizational innovation (OI) and competitive advantage (CA) on the sustainability of organizations in the Jordanian Islamic insurance sector. This study aims to unravel the intricate dynamics among these pivotal factors, highlighting their collective role in the sustained success and resilience of Islamic insurance companies in Jordan. By examining the synergistic interplay between EL, OI and CA, the research seeks to offer invaluable insights into cultivating a sustainable future for these institutions. Design/methodology/approach This study adopts a positivist, quantitative approach to investigate the relationships between EL, OI, CA and organizational sustainability (OS). Data collection was achieved through questionnaires in a cross-sectional analysis of these variables. Convenience sampling yielded 389 valid responses, an 81% response rate, ensuring a thorough understanding of the dynamics within this framework. Findings The findings from the study on Jordanian Islamic insurance companies highlight the critical role of EL in influencing organizational dynamics. The research establishes a positive relationship between EL and both OI and OS. Furthermore, it identifies a significant positive correlation between EL and CA, underscoring the importance of leadership in securing a competitive edge. This study also emphasizes the vital role of OI in bolstering OS and confirms that a strong CA enhances OS, reinforcing the interconnectivity of these essential organizational components. Practical implications This study provides important insights for professionals in the insurance sector, especially those within the Jordanian Islamic insurance industry. It emphasizes the crucial role of EL in fostering innovation, competitiveness and sustainability. By understanding the significance of EL, companies can adopt more dynamic and effective strategies in leadership, organizational development and strategic planning, thereby enhancing their overall performance and resilience. Originality/value By conceptualizing EL and OS as second-order constructs, this study seeks to provide a detailed understanding of how EL catalyzes OI, CA and sustainability in an organizational context. This approach contributes significantly to the broader discussion on EL and OS, particularly within the Arab region and specifically in Jordan, offering nuanced insights into their roles and interrelations in shaping organizational dynamics.

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Linking entrepreneurial leadership and innovation performance in hospitality firms: the roles of innovation strategy and knowledge acquisition

Cited by 5 publications

References 138 publications

Has the Coronavirus Crisis Ended Innovation Inertia? An Analysis of Accommodation Providers

Has the Coronavirus Crisis Ended Innovation Inertia? An Analysis of Accommodation Providers

Systemic relation between innovation capabilities, innovation strategy, and financial performance of small and medium enterprises: Impact of technology trajectory, management obstacles, and investment

Entrepreneurial leadership: key to sustainable innovation and competitiveness in Islamic insurance companies in Jordan

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