BUSINESS INNOVATIONS AND INTERORGANIZATIONAL RELATIONSHIPS IN THE HOSPITALITY INDUSTRY: DOES PARTNER DIVERSITY MATTER?

Abstract

Innovation is a potential source of differentiation and competitive advantage for the hospitality industry. However, the dynamism of the environment forces hotel operators to establish multiple and simultaneous interorganizational relations—portfolio of alliances—in order to provide the accommodation service and develop innovation activities while being efficient, aimed at remaining competitive in dynamic contexts. The benefits obtained, considering the set of relationships from a global perspective, are superior to those addressing alliances from an individual point of view. Bearing this in mind, this study empirically tests how the diversity among the agent’s attributes—resources and cognitive schemes—within the portfolio of alliance can affect the introduction of business innovations. It is also analyzed whether the previous experience in collaboration of the hotel firm moderates this relationship. The results reveal that hotel companies must design their partner configuration according to the type of innovation to be introduced, focusing mainly on areas such as service and marketing.