Innovation,entrepreneurship, and restaurant performance: A higher-order structural model |
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| Affiliation: | 1. UniSA Business School, University of South Australia, RR4-09, City West Campus, Adelaide, SA 5000, Australia;2. UniSA Business School, University of South Australia, EM3-28, City West Campus, Adelaide, SA 5000, Australia;3. UniSA Business School, University of South Australia, EM5-24, City West Campus, Adelaide, SA 5000, Australia;1. Department of Economics, , Texas A&M University, College Station, TX, USA;2. Department of Economics, Florida Atlantic University, Boca Raton, FL, USA;3. Center for Economic Education, Columbus State University, Columbus, GA, USA;1. Department of Marketing, College of Business, University of Texas at San Antonio, San Antonio, TX 78258, USA;2. Department of Economics, College of Business, University of Texas at San Antonio, San Antonio, TX 78258, USA;1. Department of Public Leadership & Social Enterprise, The Open University, Walton Hall, Milton Keynes, MK7 6AA, United Kingdom;2. School of Hospitality and Tourism Management, University of Surrey, Guildford, GU2 7XH, United Kingdom;1. School of Hospitality and Tourism Management, University of Surrey, Guildford GU2 7XH, UK;2. Edinburgh Napier University, Business School, 219 Colinton Road, Edinburgh EH14 1DJ, UK;3. Hamlet Hill Consultancy, 12 Hamlet Hill, Cove G84 0NB, Scotland, UK;1. Department of Business Administration, Fu Jen Catholic University, New Taipei City, Taiwan;2. Jie Kune Precision Technologies Co., Ltd., Taoyuan City, Taiwan |
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| Abstract: | Drawing on theories from hospitality, innovation, and entrepreneurship, this study examines a higher-order structural model investigating business innovation, the owners' entrepreneurial self-efficacy (ESE), and human capital as drivers of restaurant performance. The theoretically derived model was tested on data from 198 café and restaurant owners in Australia. The PLS-SEM analysis found restaurant innovation activities and the owner's ESE to positively influence restaurant performance. Furthermore, the six ESE dimensions had varying effects on restaurant performance, with ‘Developing new product and market opportunities’ having the strongest effect. In contrast, the entrepreneur's ‘human capital’, representing their levels of business ownership experience and entrepreneurship/industry education, did not significantly affect restaurant performance. However, human capital indirectly affected performance through innovation and ESE. The findings of this study advance theories in restaurant entrepreneurship and performance and present important implications for industry authorities to develop a successful and sustainable restaurant sector. |
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| Keywords: | Innovation Restaurant performance Entrepreneurship Hospitality Partial Least Squares Structural Equation Modelling |
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