Transglobal leadership approach to sustainable tourism competitiveness at tourism sector-engaged MSMEs through integrated human resource performance and responsible marketing

Abstract

Purpose This study aims to examine the effect of transglobal leadership on quality of work life (QWL), job involvement, organizational citizenship behavior (OCB) and human resource (HR) performance of tourism sector-engaged micro, small and medium enterprises (MSMEs) in East Java; to examine the moderating role of QWL, job involvement and OCB in the effect of transglobal leadership on HR performance of tourism sector-engaged MSMEs in East Java; to examine the effect of HR performance of tourism sector-engaged MSMEs on responsible tourism marketing and sustainable tourism competitiveness in East Java; and to examine the mediating role of responsible tourism marketing in the effect of HR performance of tourism sector-engaged MSMEs on sustainable tourism competitiveness in East Java. Design/methodology/approach The population of this research was all HR executives of tourism sector-engaged MSMEs in East Java and domestic and foreign tourists in East Java. The sampling of the tourism sector-engaged MSMEs in East Java (in 16 tourism potential cities) was performed using a purposive sampling technique. Determination of the sample size was made using the minimum criterion from structural model, ranging from 100 to 200. Thus, it was determined that the number of tourism sector-engaged MSMEs studied in this research was 200 enterprises from 16 tourism potential cities in East Java. From each tourism sector MSME, four employees and three tourists were selected. In total, this research involved 800 employees and 600 tourists (both domestic and foreign). Findings This research found that transglobal leadership (X) , QBL (M1), job involvement (M2) and OCB (M3) had an effect on HR performance (Y). The results of this research highlighted that QWL variable (M1) moderated the effect of transglobal leadership (X) on HR performance (Y). It was found that job involvement variable (M2) moderated the effect of transglobal leadership (X) on HR performance (Y). This research also detected that OCB variable (M3) moderated the effect of transglobal leadership (X) on HR performance (Y). This research found that HR performance (Y) had an effect on responsible marketing (Z1). It was obtained in this research that HR performance (Y) also had an effect on sustainable tourism competitiveness (Z2). Finally, this research found that responsible marketing (Z1) had an effect on sustainable tourism competitiveness (Z2). Originality/value Regarding the originality of this research, the holistic compilation was integrated from the theoretical concept of the HR and marketing strategies through the implementation of the tourism marketing concept and application that are responsible for tourism sector-engaged MSMEs in East Java. Of course, tourists need to get a good understanding of the marketing strategy to participate in controlling the sustainable tourism competitiveness in East Java.

Satisfaction, HR, and Open Innovation in Tourism Sector

“…Previous research findings have become the inspiration for conducting the current research. Empirical results from researches of [5] supported theories from [13] which stated that if the employees' needs are fulfilled, employees will be satisfied, work excellently, are more committed, with the implications of optimal individual performance and contribute to organizational performance. [14] analyzed and found the effect of QWL to employees' performance and work satisfaction.…”

“…Therefore, the aspects and indicators of tourist enhancement are needed [4]. The solution is to empower MSMEs in the tourism sector [5]. Consequently, management, development, and empowerment of the tourism related sector MSMEs are expected to meet the needs and satisfaction of tourists.…”

“…This will contribute to the gaining of a competitive advantage [11]. Thus, it is relevant to address critical issues of human resources for the tourism sector MSMEs in optimizing the level of performance [5]. As the focus of achievement, it is important to develop a model of responsible tourism marketing from a human resources aspect to improve the competitiveness of sustainable tourism in East Java.…”

Based on Talent Management as Employee Performance Optimization by Strengthening Employee Retention Aspect

“…Adya Hermawati, Afinna Septa Rizka, Syamsul Bahri, Djawoto, Totok Hendarto fore, to fulfill these requirements, the companies should improve their employee performance (Hermawati, 2020).…”

La gestión de departamentos y destinos turísticos de Colombia según el Índice de Competitividad Turística Regional (ICTRC)

“…Este boom ya ha alcanzado nuevos territorios que se han convertido en nuevos destinos turísticos y hoy compiten con los destinos tradicionales (Rodríguez & Pulido, 2020), creando enormes oportunidades para el bienestar de las personas, pero también desafíos y amenazas a las comunidades y el medio ambiente circundante (Hermawati, 2020). El rápido desarrollo del sector promueve no sólo la rivalidad entre competidores, sino también la cooperación, mientras buscan conjuntamente las mejores soluciones a sus problemas (Maráková, Dyr & Wolak-Tuzimek, 2016).…”