What factors affect firm performance in the hotel industry post-Covid-19 pandemic? Examining the impacts of big data analytics capability, organizational agility and innovation

The Covid-19 pandemic has had an adverse effect on the global economy, particularly the hotel industry. Industry players have turned to big data to recover and improve their business performance. This paper aims to identify the key resources to develop and build big data analytics capabilities (BDAC). Drawing upon the knowledge-based and dynamic capability views, this research also examines the interplay among BDAC, organizational agility, marketing and organizational innovations, and firm performance in the hotel industry. The partial least square structural equation modeling is used for the data analysis, while quota sampling is used for the sampling design. Based on the statistical data analysis from 115 star-rated hotels in Malaysia, BDAC positively impacts organizational agility, marketing and organizational innovations, and firm performance. Likewise, organizational agility positively impacts firm performance, marketing and organizational innovations. The empirical findings provide researchers and industry players with meaningful insights for improving firm performance in the hotel industry using big data.

Big Data Analytics Capability and Firm Performance in the Hotel Industry: The Mediating Role of Organizational Agility

The emergence of the Covid-19 pandemic and restrictions on international mobility have negatively impacted the tourism market. Tourism players, particularly the hotel industry, have turned to big data analytics to mitigate uncertainties and offer better products and services. Nonetheless, the central question for researchers and practitioners is how the usage of big data analytics can help the hotel industry improve firm performance. Drawing on the resource-based view and dynamic capability theories, this study analyses the relationship between big data analytics capability and firm performance in the hotel industry. This study expands the current research by examining the role of organizational agility in mediating the relationship between big data analytics capability and firm performance. To empirically test the research model, the author used survey data from 115 star-rated hotels throughout Malaysia. Through partial least square equation modeling, the findings revealed that big data analytics capability positively affects organizational agility and firm performance. The result also demonstrated that organizational agility mediates the relationship between big data analytics capability and firm performance. This study can also guide hoteliers to identify resources required to build big data analytics capability and further highlight the significance of organizational agility in improving firm performance in the hotel industry.

UNDERSTANDING THE DRIVERS OF RADICAL AND INCREMENTAL INNOVATION PERFORMANCE: THE ROLE OF A FIRM’S KNOWLEDGE-BASED CAPITAL AND ORGANISATIONAL AGILITY

Organisational agility, a specific dynamic capability, constitutes a key success factor in today’s dynamic business environments. However, it is unclear whether and how firms’ knowledge-based capital enables organisational agility. Moreover, mechanisms through which organisational agility translates knowledge-based capital into innovation performance are poorly understood. This study fills these gaps by investigating direct effects of knowledge-based capital (i.e., human, social, and organisational capital) on organisational agility and, in turn, indirect effects on radical and incremental innovation performance. Leveraging survey data from 385 German firms, this study contributes to the organisational agility and the strategic innovation management literature. First, our analysis validates human and social capital as antecedents of organisational agility, yielding evidence for the premises of the knowledge-based view in a novel context. Second, it substantiates the dynamic capability view as a pivotal theoretical lens for explaining the mechanisms underlying the relationships between firms’ knowledge-based capital, organisational agility, and incremental innovation performance.

The Effect of IS-Innovation Strategy Alignment on Corporate Performance: Investigating the Role of Environmental Uncertainty by Heterogeneity

The study investigates how the alignment at the processing levels between information systems (IS) strategy, through strategy-as-practice approach, and innovation influences corporate performance (CP) under environmental uncertainty from 856 Brazilian firms by PLS-SEM. The results indicated that all approaches of alignment between IS strategy and innovation have strong influences on CP. The alignment with ambidextrous innovation had a 62% higher contribution on CP than alignment between exploitative innovations. Additionally, exploitative innovations had positive effects on CP under high hostility environments; and explorative and ambidextrous innovations had positive large and strong effects on CP under high dynamic environments.