SERVICE MANAGEMENT IN THE HOSPITALITY INDUSTRY (A CASE STUDY OF MONTY SUIT INTERNATIONAL HOTEL)
Figures and abstract
Collaboration for innovation is a critical component of successful tourism innovations. However, research has not properly comprehended how tourism firms with fewer than ten people (also known as micro organizations) may inspire collaboration for innovation.
This study advances tourism research by successfully examining the effects of innovation formality, interorganizational communication, and leadership support on collaboration for innovation at destination marketing businesses with fewer than ten people.
Leadership support for both innovation and collaboration was discovered to be the most critical driver of collaboration with partners in the innovation process. Leadership support drove interorganizational communication and innovation formality, but did not have a strong direct effect on collaboration for innovation.
This implies that micro destination marketing businesses should identify and invest in leadership rather than developing or relying on organizational processes that are useful in large organizations.
INTRODUCTION
In tourism and hospitality literature, innovation is a recurring theme (Novelli, Schmitz, & Spencer, 2006; Ottenbacher, 2007; Tajeddini, 2011). Tourism organizations create value for visitors and stakeholders by developing new or revised service offerings or lowering production costs.
According to traditional resource-based research, effective innovations are mostly driven by internal organizational resources (Hjalager, 2010). Today, however, it is suggested that resources accessible outside of organizational boundaries must be exploited in tandem with internal resources to ensure tourist success (Denicolai, Cioccarelli, & Zucchella, 2010).
Several studies have found that collaboration and innovation are important drivers of organizational performance and success in tourist and hospitality industries (Ku, Yang, & Huang, 2012; Novelli et al., 2006; Tajeddini, 2011; Tinsley & Lynch, 2001). The majority of this job involves knowledge management and transfer within and between tourism companies.
Shaw and Williams (2009) believe that not only is this a new area of research in tourism and hospitality literature, but that additional research is needed to better comprehend small tourism firms. While there is no classification in the United States for firms with fewer than ten employees, Eurostat (2008) and the World Bank (2007) differentiate these micro organizations from small (10-49 employees) and medium-sized (50-249 employees) organizations.
Understanding creativity and collaboration in micro organizations is important for three reasons: For starters, research has discovered that smaller organizations act differently than larger ones (e.g. Eurostat, 2008; Russo & Tencati, 2009).
Second, collaborative innovation initiatives are especially beneficial for small businesses, who are frequently excluded from the innovation process due to low funds and a 3 limited understanding of technology (Novelli et al., 2006).
Third, the vast majority of tourist and hospitality enterprises in the United States employ less than ten people, including 61.4 percent of lodging and food service businesses and 76.1 percent of arts, recreation, and entertainment organizations (Census, 2008).
Recent research on collaboration and information exchange in the tourist and hospitality industries discovered a variety of techniques to collaboration, ranging from arm’s length connections to networks and clusters (Alonso & Liu, In Press; Beritelli, 2011; Tinsley & Lynch, 2001).
Furthermore, it was discovered that collaboration for innovation is a driver of innovation success (Alonso & Liu, In Press; Novelli et al., 2006). While the value of collaboration in the development of innovation has been argued for tourism (Hjalager, 2010) and other service providers (de Brentani & Kleinschmidt, 2004), research in tourism and hospitality management has yet to identify organizational characteristics that facilitate a collaborative innovation process.
The purpose of this research is to fill that vacuum by examining the role and impact of major determinants of organizational settings for innovation (leadership support, innovation formality) and inter-organizational interactions (leadership support, communication) on cooperation for innovation.
This study adds value in two ways: first, it assesses organizational settings concurrently and accounts for their interdependence; and second, it investigates the biggest collection of tourism organizations (i.e. those with less than 10 employees).
A Structural Equation Model was used to create and test a theoretical model. This study’s data was gathered from American destination marketing companies (DMOs) with fewer than ten workers.
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SERVICE MANAGEMENT IN THE HOSPITALITY INDUSTRY (A CASE STUDY OF MONTY SUIT INTERNATIONAL HOTEL)
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