To read the full version of this content please select one of the options below:

Transglobal leadership approach to sustainable tourism competitiveness at tourism sector-engaged MSMEs through integrated human resource performance and responsible marketing

Adya Hermawati (Department of Management, Faculty of Economy, Universitas Widyagama, Malang, Indonesia)

International Journal of Tourism Cities

ISSN: 2056-5607

Article publication date: 5 June 2020

Issue publication date: 28 November 2020

Downloads
404

Abstract

Purpose

This study aims to examine the effect of transglobal leadership on quality of work life (QWL), job involvement, organizational citizenship behavior (OCB) and human resource (HR) performance of tourism sector-engaged micro, small and medium enterprises (MSMEs) in East Java; to examine the moderating role of QWL, job involvement and OCB in the effect of transglobal leadership on HR performance of tourism sector-engaged MSMEs in East Java; to examine the effect of HR performance of tourism sector-engaged MSMEs on responsible tourism marketing and sustainable tourism competitiveness in East Java; and to examine the mediating role of responsible tourism marketing in the effect of HR performance of tourism sector-engaged MSMEs on sustainable tourism competitiveness in East Java.

Design/methodology/approach

The population of this research was all HR executives of tourism sector-engaged MSMEs in East Java and domestic and foreign tourists in East Java. The sampling of the tourism sector-engaged MSMEs in East Java (in 16 tourism potential cities) was performed using a purposive sampling technique. Determination of the sample size was made using the minimum criterion from structural model, ranging from 100 to 200. Thus, it was determined that the number of tourism sector-engaged MSMEs studied in this research was 200 enterprises from 16 tourism potential cities in East Java. From each tourism sector MSME, four employees and three tourists were selected. In total, this research involved 800 employees and 600 tourists (both domestic and foreign).

Findings

This research found that transglobal leadership (X) , QBL (M1), job involvement (M2) and OCB (M3) had an effect on HR performance (Y). The results of this research highlighted that QWL variable (M1) moderated the effect of transglobal leadership (X) on HR performance (Y). It was found that job involvement variable (M2) moderated the effect of transglobal leadership (X) on HR performance (Y). This research also detected that OCB variable (M3) moderated the effect of transglobal leadership (X) on HR performance (Y). This research found that HR performance (Y) had an effect on responsible marketing (Z1). It was obtained in this research that HR performance (Y) also had an effect on sustainable tourism competitiveness (Z2). Finally, this research found that responsible marketing (Z1) had an effect on sustainable tourism competitiveness (Z2).

Originality/value

Regarding the originality of this research, the holistic compilation was integrated from the theoretical concept of the HR and marketing strategies through the implementation of the tourism marketing concept and application that are responsible for tourism sector-engaged MSMEs in East Java. Of course, tourists need to get a good understanding of the marketing strategy to participate in controlling the sustainable tourism competitiveness in East Java.

Keywords

Citation

Hermawati, A. (2020), "Transglobal leadership approach to sustainable tourism competitiveness at tourism sector-engaged MSMEs through integrated human resource performance and responsible marketing", International Journal of Tourism Cities, Vol. 6 No. 4, pp. 863-883. https://doi.org/10.1108/IJTC-06-2019-0085

Publisher

:

Emerald Publishing Limited

Copyright © 2020, International Tourism Studies Association