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In this study the authors examined the impact of employees' collaborative behaviours with colleagues and customers (i.e. employee–employee collaboration and employee–customer collaboration) on their creative self-efficacy and service innovation from the perspective of service-dominant logic. The authors also examined the differences between frontline and non-frontline fitness service employees in our research model. This study aims to discuss the aforementioned objectives.

Participants were fitness-centre employees in Taiwan recruited via convenience sampling. A total of 410 participants completed our online survey, and the authors analysed the data using partial least squares structural equation modelling (PLS-SEM).

The authors found that collaboration with both colleagues and customers had a positive impact on employees' creative self-efficacy. Collaboration with colleagues directly affected service innovation, while collaboration with customers indirectly affected service innovation via creative self-efficacy. In addition, there was a significant difference between frontline and non-frontline employees in our research model. Specifically, the path from collaboration with customers to creative self-efficacy was stronger for frontline employees, and the path from creative self-efficacy to service innovation was stronger for non-frontline employees.

This study improves the understanding of the way in which different collaborative behaviours promote employees' creative self-efficacy and service innovation. Further, it is the first to identify the difference between frontline and non-frontline employees and it shows how the effects of collaborative behaviours differ between them in the context of fitness services.

Concerning the emergence of Industry 4.0 and the concept of “smartness”, the technology competence of hospitality practitioners that was previously neglected and overlooked should be explored. Therefore, this study aims to explore previous hospitality technology competence through a literature review and then to extend, strengthen and build a new framework of the required technology competencies for hospitality practitioners in terms of facing smartness.

To investigate the previous research on the characteristics of the required technology competencies for hospitality practitioners, this study carried out a systematic literature review (SLR) on works published from 2011 to 2020. Then, based on the SLR results, the required technology competencies for hospitality practitioners in terms of facing smartness was explored with 26 experts from the government, industry and academia. The data were analysed through thematic analysis based on the perspectives of task–technology fit, and then, the framework was constructed.

This study reconfirmed that technology competence has been neglected in the previous hospitality competence literature and that the current methods and ways of thinking cannot succeed in this smart era. Moreover, based on fundamental technology competence, a new framework with ten dimensions of technology competencies required for hospitality practitioners in terms of facing smartness was created.

This study identified the required technology competencies for hospitality practitioners, an area that has rarely been addressed in the previous literature. Moreover, specific competencies, especially those needed to face this smart era, are urgent and novel in the academic hospitality field.

面向智能时代的智能性：为酒店从业人员构建一项包含所需技术能力的理论框架

关于工业4.0的出现和“智慧”的概念, 酒店从业者的技术能力在前人研究中经常被探索和忽视。 因此, 本研究旨在通过文献回顾, 然后扩展、加强和建立酒店从业人员在面对智能方面所需的技术能力的新框架来探索以前的酒店技术能力。

为了调查之前关于酒店从业人员所需技术能力特征的研究, 本研究对 2011 年至 2020 年发表的作品进行系统文献综述 (SLR)。然后, 根据 SLR 结果, 酒店从业人员在面对来自政府、行业和学术界的 26 位专家关于智能进行了探讨。 基于任务-技术契合度 的视角, 通过主题分析和对数据进行分析, 然后构建框架。

本研究再次证实, 在以往的酒店能力文献中, 技术能力一直被忽视, 当前的方法和思维方式无法在这个智能时代取得成功。 此外, 在基础技术能力的基础上, 本研究创建了酒店从业者面对智慧所需的十个维度技术能力的新框架。

本研究确定了酒店从业人员所需的技术能力, 这是以前文献中很少涉及的领域。 此外, 特定的能力, 尤其是面对这个智能时代所需的能力, 在酒店管理的学术领域是紧迫而新颖的。

This study aimed to explore the antecedents of small- and medium-sized enterprises (SMEs) internationalization and to compare the different resources required to enter different geographical regions. This study adds to the discussion on internationalization from a resource-based view (RBV) and a focus on dynamic capability, especially the linkage with resources such as digital capability, domestic industrial networks and the business-to-business (B2B) model.

This study used secondary data collected by an SME association in 2020, using a logistic regression model to examine the hypotheses. The respondents were selected according to stratified random sampling.

Digital capability and the B2B model significantly and positively affect the likelihood of internationalization by SMEs, while domestic industrial networks were negatively correlated with this process. In addition, Taiwanese SMEs with high digital capability tend to expand to North America, Europe, Southeast Asia, Northeast Asia, Oceania and the Middle East. Smaller firms tend to develop in Southeast Asia, whereas larger firms opt to establish business in Oceania.

A research limitation is the generalizability of the sample. Findings could be enhanced if future studies include more industries and draw comparisons among different industries or countries. Future studies could explore digital entrepreneurship from a global perspective.

Managers need to emphasize better the development of digital capabilities and skills for SMEs. With limited financial resources and workforce, SMEs can strengthen the competence in international markets by adopting a suitable business model. When SMEs join an association to expand SMEs foreign networks, the study suggests that SMEs carefully evaluate the characteristics of each industrial association first, given that some associations are domestic-oriented. As for public policymakers, a project grant can be used to provide digital capability training for SME employees and owners or promote building a B2B model when internationalizing.

The authors' findings fill the research gaps in RBVs of internationalization, especially in linking resources such as digital capability, domestic industrial networks and the B2B model. The outcomes of this research serve as a reference not only to policymakers for improving the current SME ecosystem, but also to business practitioners positioning themselves in this system.