How entrepreneurial bricolage drives sustained competitive advantage of tourism and hospitality SMEs: The mediating role of differentiation and risk management*

被引:25
作者
Tajeddini, Kayhan [1 ,2 ]
Gamage, Thilini Chathurika [3 ]
Tajeddini, Omid [4 ]
Kallmuenzer, Andreas [5 ]
机构
[1] Sheffield Hallam Univ, Sheffield Business Sch, Serv Sect Management, City Campus,Howard St, Sheffield S11 WB, England
[2] Tokyo Int Univ, Inst Int Strategy, Tokyo, Japan
[3] Sabaragamuwa Univ Sri Lanka, Fac Management Studies, Dept Mkt Management, Belihuloya, Sri Lanka
[4] Tokyo Int Univ, Inst Int Strategy, Tokyo, Japan
[5] Excelia Business Sch, Dept Strategy, 102 Rue Coureilles, F-17000 La Rochelle, France
基金
日本学术振兴会;
关键词
Entrepreneurial bricolage; Sustained competitive advantage; Differentiation advantage; Risk management; Tourism and hospitality SMEs; Dynamic capabilities view; RESOURCE-BASED VIEW; METHOD VARIANCE; DYNAMIC CAPABILITIES; SERVICE INNOVATION; FIRM RESOURCES; METHOD BIAS; PERSPECTIVE; PERFORMANCE; ANTECEDENTS; ORIENTATION;
D O I
10.1016/j.ijhm.2023.103480
中图分类号
F [经济];
学科分类号
02 ;
摘要
When confronted with challenging conditions, becoming innovative by recombining available resources is considered a critical determinant of tourism and hospitality (T&H) SMEs' resilience to risk and staying ahead of rivals. Grounded on the resource-based view theory and dynamic capabilities paradigm, this paper investigates how entrepreneurial bricolage drives the sustained competitive advantage of T&H SMEs despite resource con-straints. Following the mixed-methods research design, empirical data from nine in-depth interviews and a survey with 246 T&H SMEs in Japan reveal that differences in strategic management initiatives in the form of risk management and differentiation advantage mediate the positive effects of entrepreneurial bricolage on achieving sustained competitive advantage. Consequently, this paper extends the potential of the dynamic ca-pabilities view as an underlying theory in tourism and hospitality literature.
引用
收藏
页数:13
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