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Management innovation in the hotel industry The study of management innovation has gained relevance in recent years, but there is a lack of empirical research analysing the factors that favour it. This article contemplates two types of antecedents of management innovation in the hospitality industry. In the internal context of the company, the influence of the employees' knowledge and skills is analysed, as well as the company's capacity to integrate this knowledge. In the external setting, an evaluation is performed of the way relationships established with tourist industry agents and external change agents affect the development of management innovation. The data obtained from 109 firms operating hotel establishments in Spain show that both the internal resources and the relations with external change agents determine the introduction of management innovations. However, access to knowledge held by tourist industry agents does not influence management innovation.90842
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This article combines two theoretical perspectives, rational and fashion, to analyse the antecedents of management innovation in firms in the hotel industry. Based on a rational approach, the study has showed that certain internal and external factors favour management innovations and, therefore, contribute to improving organizational efficacy. From a fashion perspective, the study has empirically showed the important role played by providers of management ideas, as they help to identify and implement new practices, processes or structures. The theoretical study by Birkinshaw et al. (2008) points to two groups of inpiduals who shape the process of management innovation: internal change agents or employees, and external change agents or consultants, academic researchers, and gurus. The present empirical study shows that both resources, internal and external, are factors that explain the introduction of new management practices and processes.
Specifically, the results suggest that employees with high levels of knowledge, abilities and skills play a relevant role in the introduction of management innovations. Likewise, the firm's capacity to integrate the knowledge dispersed throughout the organization positively influences the achievement of management innovations. These results complement the proposals by McCabe (2000), who states that, even though management innovations are located in a context of power and inequality, they constitute a process in which managers and workers can participate on equal terms. Improving the capacity for innovation can also be achieved by relying on agents outside the organization. In this sense, this study finds that the management team's relationships with tourist industry agents do not show a significant relationship with management innovation. The results suggest that the specific and idiosyncratic nature of management innovation hinders the transfer of knowledge from external organizations. Thus, managers will not be able to absorb this type of knowledge to implement their own management innovations. The study by Mol and Birkinshaw (2009) finds that market sources provide new ideas that influence the introduction of new management practices in all sectors, except construction and utilities and other services. Their results, together with the results from the present study, suggest that additional studies should be carried out to evaluate: i) the effects that the different types of external relationships can have on management innovation; and ii) the effects that external relationships can have on management innovation activities in companies from different economic sectors. In addition, the data show that relationships with external change agents contribute significantly to the introduction of new management practices. External change agents have specific knowledge and prior experience related to management innovations, which means they have the capacity to help the organization to adopt new practices, processes and structures. These results are consistent with the theoretical proposals of Birkinshaw and Mol (2006), who maintain that external change agents generally provide initial inspiration for management innovation, in addition to helping to shape and legitimize the process. Damanpour (1996) distinguishes between generation (development) and adoption (use) of new ideas or practices. The results suggest that relationships with external change agents can foster the adoption of practices and processes that already exist in the industry but are a novelty for the adopting firm. On the other hand, the implementation of management innovations developed by the firm itself could be determined by the firm's internal resources, specifically human capital and integration capability. However, additional research is needed to test these relationships, given that this study only shows that these internal resources and the relations with external change agents are antecedents of management innovations.
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