Exploring the effects of service innovation ambidexterity on service design in the tourism and hospitality industry
研究了创业战略如何通过服务创新的探索与利用双元性提升旅游酒店企业绩效，基于日本303家企业的调查数据，发现创业战略促进两种创新，其中利用型创新有助于设计独特服务、获得持续竞争优势。
Although the entrepreneurship strategy is demonstrated by evidence as a path to enhance the performance of service firms, the question of how it happens has yet to be adequately studied in the tourism and hospitality (T&H) realm. More specifically, how an entrepreneurial strategy enables a T&H firm to enhance its performance through service innovation exploration-exploitation ambidexterity has created a strategic dilemma in extant T&H literature. Constructed on the dynamic capabilities view and organizational ambidexterity theory, our paper addresses this dilemma using data from a drop-and-collect survey of 303 T&H firms in Japan. The findings reveal that entrepreneurial strategy fosters service innovation exploitation and service innovation exploration within T&H firms. In contrast, service innovation exploitation helps T&H firms design unique service offerings, yielding a sustained competitive advantage and superior corporate performance in the long run. Further, the availability of slack resources within T&H firms fosters service innovation exploration and service innovation exploitation.