A Post Hoc Analysis of Learning Orientation–Innovation–Performance in the Hospitality Industry
Abstract
This paper focuses on issues related to learning orientation (commitment to learning, shared vision, open-mindedness), its effect on innovation, and how innovation can lead to performance in the hospitality industry, particularly hotels. Purposive sampling was used to gather data. Data was gathered from employees of different hotel departments located in Unguja, Zanzibar. The structural equation modelling analysis was based on 228 responses. Three hypotheses formed from the learning orientation construct had a positive effect on innovation while innovation had a strong influence on business performance. Specifically, Hypothesis One (h1): commitment to learning positively (+) affects innovation (β = 0.30; p < 0.01); Hypothesis Two (h2): shared vision had a positive (+) effect on innovation (β = 0.28; p < 0.01); Hypothesis Three (h3): open-mindedness had a positive (+) effect on innovation (β = 0.12; p < 0.05). Finally, Hypothesis Four (h4): innovativeness had a positive (+) and strong influence on performance (β = 0.55; p < 0.001). To obtain more details on the findings presented based on the overall model, a post hoc analysis was conducted. In that analysis, two subgroups were entered in the overall model. The findings indicated that each subgroup had a different effect as it was entered in the overall model. The subgroups included age and experiences. These are grouped as follows: age (below 35 years and above 35 years), and experience (below 10 years and above 10 years). Post hoc findings were interesting and address logical contributions to the design of this study. The findings are considered to be valuable for managers in understanding the implications of encouraging learning as a solid foundation for forming new ideas that can be commercialized. Furthermore, managers should understand the implication of choosing learning orientation over other variables in order to engineer innovation and performance at the end.
Keywords: learning orientation, innovation, performance, hospitality industry,
Zanzibar
References
Abernathy, W. U. J. (1978). Patterns of industrial innovation. Techno Rev 7, 40–47.
Amabile M, T. (1997). Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40, 1
Arnold, M. & Artz, M. (2015). Target Difficulty, Target Flexibility, and Firm Performance: Evidence from Business Units' Targets. Accounting, Organizations, and Society, 40(1), 61-77.
Allocca M. A., & Kessler E. H. (2006). Innovation speed in small and medium-sized enterprises. Creativity and Innovation Management, 15(3), 279–295.
Baker, W. E. & Sinkula, J. M. (1999). The synergistic effect of market orientation and learning
orientation on organizational performance. Journal of Academy of Marketing Science, 27(4), 411‐427.
Grissemann, U., Plank, A., & Brunner-Sperdin, A. (2013). Enhancing business performance of hotels: The role of innovation and customer orientation. International Journal of Hospitality Management 33, 347–356
Calantone, R.J., Cavusgil, S.T., & Zhao, Y. (2002). Learning orientation, firm innovation, and firm performance. Industrial Marketing Management, 31(6), 515-524
Chen, W. J. 2011. Innovation in hotel services: culture and personality. International Journal of Hospitality Management, 30(1), 64–72.
Christensen, Clayton M. (1997). The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail. Boston: Harvard Business School Press
Farrell, M. A. (2000). Developing a market-oriented learning organisation. Australian Journal of Management, 25(2), 201-23.
Gudmunson, D., Tower, C. B., & Hartman, F, A. (2003). Innovation in small business: culture and ownership structure do matter. Journal of Developmental Entrepreneurship, 8, 1–17.
Hair, J. F., Black, B., Babin, B., & Anderson, R. E., (2010). Multivariate data analysis. (7th ed.). London: Prentice-Hall.
Hoe, S. L. (2007). Shared vision: a development tool for organizational learning, Development and Learning in Organizations: An International Journal, 21(4), 12 – 13.
Huber, G. P. (1991). Organizational Learning: The contributing process and the literature. Organization Science, 2, 88‐115.
Hult, G. T. M., Hurley. R. F. & Knight G.A. (2003). Innovativeness: Its antecedents and impact on business performance. Industrial Marketing Management, 33, 429‐438.
Hult, G.T.M., Hurley, R.F. & Knight, G.A. (2004). Innovativeness: its antecedents and impact on business performance. Industrial Marketing Management, 33(5), 429-38.
Kandemir, D., & Hult, G. T. M. (2005). A conceptualization of an organizationallearning culture in international joint ventures. Industrial MarketingManagement, 34(5), 430–439.
Miller, P. & O'leary, T. (1987). Accounting and the construction of the governable person. Accounting, Organisation and Society, 12(3), 235-265.
Nicolau, J. L. & Santa-Maria, M. J. (2013). The effect of innovation on hotel market value. International Journal of Hospitality Management, 32, 71-79.
Nybakk, E., Crespell, P., Hansen, E. & Lunnan, A. (2009). Antecedents to forest owner innovativeness: An investigation of the non timber forest products and service sector. Forest Ecology and Management, 257, 608‐618.
Pesämaa, O., Shoham, A., Wincent, J. & Ruvio A. (2013). How a learning orientation affects drivers of innovativeness and performance in service delivery. Journal of Engineering and Technology Management, 30, 169 -187.
Rosenbusch, N., Brinckmann, J. & Bausch, A. (2011). Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs. Journal of Business Venturing, 26(4), 441-457.
Roxana,S., Anamaria, P., & Corina, G. (2013). Effects of customer orientation, learning orientation and innovativheness on hotel performance - evidence from Cluj County. L83; L25; M10.
Sinkula, J., Baker, W. & Noordewier, T. (1997). A framework for market based learning organizational learning linking values, knowledge and behavior. Academy of Market Sciences, 25, 305‐318.
Slater, S. & Narver, J. (1995). Market orientation and learning organization. Journal of Marketing, 59, 63‐74.
Tajeddini, K. (2009). The impact of learning orientation on NSD and hotel Performance Evidence from the hotel industry in Iran Education. Business and Society: Contemporary Middle Eastern Issues, 2(4), 262-275.
Tajeddini, K. (2010). Effect of customer orientation and entrepreneurial orientation on innovativeness: Evidence from the hotel industry in Switzerland. Tourism Management, 31, 221-231.
Tajeddini, K., Trueman, M. (2012), Managing Swiss Hospitality: How cultural antecedents of innovation and customer-oriented value systems can influence performance in the hotel industry. International Journal of Hospitality Management, 31, 1119-1129
Downloads
Published
How to Cite
Issue
Section
License
1. Copyright
Copyright for all articles published in Academica Turistica - Tourism and Innovation Journal is held by individual authors. Authors are themselves responsible for obtaining permission to reproduce copyright material from other sources.
Upon acceptance of an article, authors will be asked to complete the Publication Agreement and Copyright Licence, based on the Open Access Model Publishing Agreement.
Articles are published under the terms of the Creative Commons CC BY-NC-ND 4.0 License.
Under the terms of this license, authors retain ownership of the copyright of their articles. They can archive the pre-print and post-print or publisher's version of their work. They will, however, assign to Academica Turistica - Tourism and Innovation Journal (AT–TIJ) the permanent right to electronically distribute their manuscript and, after it has appeared in AT–TIJ, they may republish their text as long as they clearly acknowledge AT–TIJ as the place of the original publication.
2. Author Fees
Article submission, processing and/or publishing fees are not charged.
