Unlocking the niche potential of senior tourism through micro-firm owner-manager adaptive capability development

Kelly, Noel; Kelliher, Felicity; Power, Jamie R; Lynch, Patrick

doi:10.1016/j.tourman.2020.104081

Cited by 24 publications

(14 citation statements)

References 35 publications

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“…The result of the first hypotheses (1 and 3) suggested that individually, adaptive capability and social media agility positively and significantly affect business survival. These findings corroborate prior empirical studies (Chryssochoidis et al, 2016;Kelly et al, 2020;Martín-Rojas et al, 2020;Mehrabi et al, 2019;Zhu et al, 2017). The mediation hypothesis's result suggested that ambidextrous capability mediates the individual effect of adaptive capability and social media agility on business survival, respectively.…”

Section: Discussion Conclusion Recommendation and Suggestion For Fsupporting

confidence: 89%

“…Accordingly, scholars have submitted that an adaptive capability is a significant prerequisite for firm survival (Chryssochoidis, Dousios, & Tzokas, 2016;Kelly, Kelliher, Power, & Lynch, 2020;Zhu, Su, & Shou, 2017). On the factor that enhances adaptive capability, Eshima and Anderson (2016) pointed out that growth in firm resources, to a large extend, exposes the organization to changing market conditions, which consequently improves the firm's adaptability.…”

Section: Empirical Review Adaptive Capability and Firm Survivalmentioning

confidence: 99%

“…On the factor that enhances adaptive capability, Eshima and Anderson (2016) pointed out that growth in firm resources, to a large extend, exposes the organization to changing market conditions, which consequently improves the firm's adaptability. Also, Kelly et al (2020) posited that firms who possess proactive operational capability are highly likely to develop an adaptive capability. The scholar further underscores the relevance of the adaptive capability to gain continuous business profitability streams, which guarantees business continuity.…”

Section: Empirical Review Adaptive Capability and Firm Survivalmentioning

confidence: 99%

See 2 more Smart Citations

Adaptive Capability, Social Media Agility, Ambidextrous Marketing Capability, and Business Survival: A Mediation Analysis

2021

Marketing and Branding Research

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This study assessed the effect of adaptive capability and social media agility on survival firms in multiple industries in five countries. Furthermore, it established the mediating effect of ambidextrous marketing capability on the interaction between adaptive capability, social media agility, and firm survival, and examined the interaction between social media agility and adaptive capability. The study adopted a survey design and a sample of 416 firms in Nigeria, Canada, the United States, Australia, and the United Kingdom, and conducted the regression analysis to test the hypotheses formulated therein. The results showed that adaptive capability and social media agility had a positive and significant effect on business survival. Further analysis showed that when ambidextrous marketing capability was incorporated into the two models respectively and forming multiple regression analysis, the coefficient of ambidextrous marketing capability had a significant effect on business survival; however, the coefficient of adaptive capability and social media agility became insignificant suggesting that a full mediation effect was established. Lastly, social media agility had a positive and significant effect on the firm's adaptive capability. The findings suggest that adaptive capability and social media agility enhance firm survival through the mechanism of ambidextrous marketing capability. The study recommends that firms strengthen their adaptive capability infrastructure; develop a robust, agile social media interface, and commit resources to enhance connectivity with the market, supplier, and customers (outside-in). Likewise, enhance internal organizational knowledge, skill, and ability (inside-out) to offer incremental and radical products to address changing market demand.

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Section: Discussion Conclusion Recommendation and Suggestion For Fsupporting

confidence: 89%

Section: Empirical Review Adaptive Capability and Firm Survivalmentioning

confidence: 99%

Section: Empirical Review Adaptive Capability and Firm Survivalmentioning

confidence: 99%

See 1 more Smart Citation

Adaptive Capability, Social Media Agility, Ambidextrous Marketing Capability, and Business Survival: A Mediation Analysis

2021

Marketing and Branding Research

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“…Employment contribution refers to the direct and indirect employment contribution of tourism. Finally, advanced tourism adaptability is the conscious and planned management of the existing resource, not accidental or unplanned management, affected by the environmental factors (business climate index) and business conditions (the revenue of food and beverages and accommodation, scenic spots, transportation, and shopping) [62]. Based on the statistical characteristics of China's social economy, this study uses factor layers such as business climate index and enterprise income to evaluate the advanced tourism adaptability of the target area.…”

Section: The Factor Layers Of the Development Value Of Destination Resource (X 3 )mentioning

confidence: 99%

Evaluation of Tourism Development Potential on Provinces along the Belt and Road in China: Generation of a Comprehensive Index System

Chen

et al. 2021

Land

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The evaluation of tourism development potential (TDP) is the crucial foundation and critical step for sustainable regional tourism development. Prior studies mainly evaluate TDP through the univariate potential model and the multi-indicator descriptive evaluation. However, these two methods have only limited effectiveness for the destination’s TDP in the context of the mesoscale level. Thus, this study aims to develop an effective multi-dimensional mesoscale to evaluate the destination’s TDP and construct a potential index model. Based on the literature review, this study develops four rule layers (tourism supply and consumption (X1), the demand and purchasing power of tourist source (X2), development value of destination resources (X3), and the contribution of the destination’s tourism industry (X4)) and 31 factor layers. All the factor layers are then assigned values based on the provincial statistics in China in 2019. Through SPSS 24.0, the current study uses the principal component analysis (PCA) to construct a provincial TDP index model for the research area: Y=0.2573X1+0.1305X2+0.3177X3+0.2945X4. The results show significant regional differences in the TDP index of the provinces along the Belt and Road (study area) in China. Among them, Guangdong has the most extensive TDP index, Qinghai has the smallest TDP index. The study also uses ArcGIS 10.2 for the function of kernel density analysis to visualize provincial TDP and finds significant spatial differences and a central-edge distribution pattern across provinces.

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“…In contrast, informal interventions emerge irregularly (Novelli et al , 2006), often at operational level (Nordin and Hjalager, 2017) and through interactions which are not formally legitimised (Floysand and Sjoholt, 2007). Informal interventions are enacted in the capabilities of the firm and are argued to enable entrepreneurial strategy-making through continuous adaption to environmental change (Kelly et al ., 2020).…”

Section: Interventions For Strategy-making In Small Tourism Firmsmentioning

confidence: 99%

Entrepreneurial strategy making in tourism organisations: a systematic review and future research agenda

Kearney¹,

Harrington

Rajwani

2020

IJEBR

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PurposeUsing a state of the art CIMO literature review the paper develops a framework of the relationship between strategy making in the small tourism firm context and four performance outcomes.Design/methodology/approachThe paper uses the CIMO literature review method, adapted from the wider management literature to structure and integrate the existing fragmented literature base.FindingsPremised on the literature review, a framework of the relationship between strategy making and firm performance in context is posited. Emerging from a dominant owner/manager in a deeply embedded context strategy making influences firm performance across four dimensions. The influence is dynamic, continually subject to modification in a changing environment often mediated through emerging technology.Research limitations/implicationsThe CIMO method provides an integrated framework of the relationship between strategy making and small firm performance in context hence overcoming limitations of the fragmented nature of the research landscape. Emerging from the review key future research trajectories is posited.Practical implicationsWhile highlighting the relationship between strategy making and performance, the proposed framework implies owner/managers play the key role in strategy making with opportunities and challenges in modifying existing strategy making emerging from owner/manager embeddedness. Opportunities for improved policy interventions are posited.Originality/valueThe paper applies the systematic review to the relationship between strategy making and the small tourism firm.

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Unlocking the niche potential of senior tourism through micro-firm owner-manager adaptive capability development

Cited by 24 publications

References 35 publications

Adaptive Capability, Social Media Agility, Ambidextrous Marketing Capability, and Business Survival: A Mediation Analysis

Adaptive Capability, Social Media Agility, Ambidextrous Marketing Capability, and Business Survival: A Mediation Analysis

Evaluation of Tourism Development Potential on Provinces along the Belt and Road in China: Generation of a Comprehensive Index System

Entrepreneurial strategy making in tourism organisations: a systematic review and future research agenda

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