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This study aims to examine the interplay among three key drivers of service innovation success in the hospitality industry. Specifically, how internal marketing practices in hotels influence frontline employee involvement, training and empowerment for the new service provision (frontline employee ITE) and new service advantage. The study also analyzes how success factors affect new service internal and external performance.

Using data collected from managers of 256 hotels located in Spain, the model is tested through structural equation modeling data analysis.

Internal marketing practices have a positive and direct effect on frontline employee ITE, which, in turn, strengthens new service advantage. Frontline employee ITE also has a positive effect on the employees’ satisfaction and motivation (new service employee outcomes). New service employee outcomes and new service advantage reinforce the new service customer outcomes in terms of customer’s loyalty, improved hotel image and perceived leadership. Both new service employee and customer outcomes benefit new service market outcomes.

The findings are obtained from a cross-sectional study. Hotel managers must pay particular attention to internal marketing practices, as they foster key drivers of new service success that ultimately improve new service internal and external performance.

This study extends the literature on service innovation success providing for the first time a study of the interrelationships among organizational and project-level new service success factors in the hospitality context.

The purpose of this paper is to investigate the relationship between innovative culture, innovation efforts, and their performance among knowledge-intensive business services (KIBS). Innovation intensity is evaluated in the technical and administrative domains. Performance indicators include customer-related outcomes and market and financial results relative to competition. To provide insight into how innovativeness contributes to sustaining a KIBS' competitiveness, the mediating role of its predisposition to involve customers and front-line employees in new service development is also considered.

In accordance with the objectives of the research, and from an extensive review of the literature, the authors develop a conceptual model and test it on a sample of 154 Spanish KIBS using structural equation modelling.

The results show that KIBS' appraisal of customers' and front-line employees' participation in new service co-creation is strongly determined by the firm's innovative culture. Organizations with a greater predisposition to new service co-creation achieve higher innovation rates which lead to sustained performance.

As dynamism of the KIBS sector has an impact on the whole economy it is also necessary to understand the most advisable management practices in KIBS to foster innovation and improved performance, although relatively few studies have approached this issue. The importance of customers and front-line employees as co-creators in new service development (NSD) is generally appreciated, although the literature is not conclusive with respect to the feasibility of co-creation and its influence on a firm's performance. The present research introduces an organizational perspective to approach co-creation by analyzing how various organizational cultural types (innovativeness, and the appraisal of front-line employees and customers as co-creators in NSD) interact and contribute to KIBS' competitiveness.

This paper has three objectives: first, to analyse the effects of organisational learning on customer value creation capability; second, to develop a better understanding of how organisational learning influences business performance; and third, to examine the moderating role that market turbulence plays in the learning‐value connection.

According to the objectives of the research, and from an extensive review of the literature, the paper develops and tests a conceptual model on a sample of 181 Spanish manufacturing companies by means of a structural equation system.

It is demonstrated that the manufacturer's organisational learning is a direct and positive antecedent of customer value creation capability, understood from a functionalist perspective. It is also confirmed that this organisational learning directly enhances the manufacturer's business performance. In contrast, the paper cannot confirm that the learning‐value connection is stronger when there is high market turbulence.

The research is one of the first studies to examine and confirm the effect of the manufacturer's organisational learning on customer value creation capability, understood from a functionalist perspective. It is also pioneering in providing empirical evidence that market turbulence does not moderate the aforementioned causal connection.

Organizational happiness has received exponential attention in recent years. To offer an over-view for future research gap, this article produces a comprehensive review by combining bibliometric analysis and interviews to key authors in the field. The main objective of this paper is to show the state of research regarding the environment in the management of happiness in organizations: the evolution of scientific activity, current trends in authorship, topics and future setting research agenda.

The methodological process focuses on a mixed method. A systematic review of the relevant literature; bibliometric analysis and network mapping in the Web of Science and Scopus data-bases; bibliometric network analysis of authorship, citation and co-occurrence of key words in scientific publications.

The results reveal that happiness management is gaining importance and, moreover, more than half of the publications about happiness management are related to the environment in which the organizations are immersed. Therefore, the study provides some research directions and insists on role of environment to better understand the theoretical and practical perspectives. Likewise, bibliometric analysis and interviews allow to measure quality, impact, productivity and scientific evolution which are increasingly valued in order to identify the main concepts and topics that are considered key, drivers of research and those gaps that should be addressed in future research work for the conceptual framework of happiness management in organizations.

Conclusions are drawn that promoting corporate social responsibility strategies, aimed at fostering sustainability and care for the environment result in the well-being of organizations and the performance of their workers are highlighted.

The purpose of this paper is to develop a deeper understanding of the new service development (NSD) research field. It addresses its scientific production, social and intellectual structures, and maturity.

This study uses a bibliometric-based literature review. Quantitative and qualitative analyses are performed on a sample of 277 NSD articles (published from 1984 to 2014). These articles are organized into four periods to improve the analyses from an evolutionary perspective: Early Writings (1984-1995), Advancing of Literature (1996-2001), Progressive Literature (2002-2008), and Recent Works (2009-2014).

The scientific production in the NSD field has grown significantly over these four periods, and the entry of new authors has extended the social structure. However, collaboration networks seem disconnected from one another. Nonetheless, the intellectual structure has shown great progress, making NSD an independent area of research and discovery from the new product development domain, with its own foundations and expansions into new topics. Although the NSD research field has not yet reached maturity, it is consistently moving toward it.

This study delivers a multiperspective view of research on NSD using a mixed quantitative and qualitative approach. It provides new insights into the discussion of the field’s maturity and can be used as a roadmap for academics and practitioners who would like to understand the state of existing knowledge and are looking for research opportunities.

The purpose of this paper is to determine a model for developing sustainable tourism in archaeological sites. A qualitative and quantitative approach has been assumed in order to test a model of market orientation, where 11 experts were interviewed and 122 employees of archaeological sites answered the e-questionnaire.

Partial least squares path modelling regression was employed to examine the measurement and structural model.

The findings have revealed that market orientation and innovativeness positively and significantly influence tourism sustainability, measured in economic and social terms. Besides, tourist functionality has been determined as an antecedent of market orientation.

This study is limited by the sample sizes of both researches. The model has second order constructs (market orientation, innovativeness and tourism sustainability) that include related concepts to increase parsimony and understand relations with other variables. As a result, separate effects of these dimensions have not been measured, which could report interesting findings in future-related studies.

The results suggest useful insights for managers to improve social and economic sustainability in archaeological sites. Innovativeness affects tourism sustainability, which reinforces the idea that offering technological and organisational innovations improve economic and social sustainability. Besides, it has been proved that market orientation is a necessary precondition to guarantee social and economic sustainability.

This paper assists scholars and practitioners by shedding light on the comprehension of tourism sustainability.

This study aims to examine the effect of entrepreneurial orientation (EO) on performance and mediation differentiation strategies and market development in small and medium enterprises (SMEs).

This research was conducted using a survey method with a population of furniture SMEs in Jepara, Central Java, Indonesia using a sample area by collecting 158 questionnaires. The data analysis method used the partial least square.

The result shows that EO has an impact on differentiation, market development and performance. Differentiation strategies and market development mediate the influence of EO and performance. The differentiation strategy further mediates the influence of EO on market development and market development mediates the effect of differentiation on performance.

Managers instill entrepreneurial practice in the organization by proactively creating the market and taking high-risk jobs to provide quality products and services. SMEs require capabilities that are difficult to imitate in creating designs and product quality that are different, providing pre and post-sales services and maintaining good relationships with customers and partners. SMEs emphasize flexibility and speed of operation by adjusting the production process to short waiting times and reliable delivery. The government must support general training and market information, network development, access to capital and knowledge transfer.

This paper explains the importance of differentiation and market development strategies in determining the relationship between EO and performance that has not been explored in the context of SMEs in developing countries.