How does social capital influence the hospitality firm's financial performance? The moderating role of entrepreneurial activities |
| |
| Institution: | 1. School of Business Administration, Zhejiang University of Finance & Economics, 18 Xueyuan Street, 310018 Hangzhou, Zhejiang, China;2. The Collins College of Hospitality Management, California State Polytechnic University Pomona, 3801 W. Temple Ave, 91768 Pomona, CA, USA;3. Department of Hospitality and Service Management, Business School, Sun Yat-Sen University, 135 Xingang West Road, 510275 Guangzhou, Guangdong, China;4. School of Hospitality Management, The Pennsylvania State University, 224 Mateer Building, University Park, 16802-1307 PA, USA;1. School of Tourism and Hospitality Management, Temple University, 1810N. 13th Street, Speakman Hall 307, Philadelphia, PA 19122, United States;2. School of Hospitality Management, The Pennsylvania State University, 122 Mateer Building, University Park, PA 16802, United States;3. School of Hospitality Management, The Pennsylvania State University, 224 Mateer Building, University Park, PA 16802, United States;1. Research Center of Tourism and Hospitality Management, College of Tourism, Huaqiao University,Quanzhou, Fujian, 362021, P.R. China;2. Ming Chuan University, Leisure & Recreation Administration Department, 5 De Ming Rd., Gui Shan District, Taoyuan County 333, Taiwan;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. Universidad de Castilla-La Mancha, Department of Business Administration, Plaza de la Universidad, 1, 02071 Albacete, Spain;2. Universidad de Castilla-La Mancha, Department of Business Administration, Avenida de los Alfares, 44, 16002 Cuenca, Spain |
| |
| Abstract: | Although previous studies have examined the relationship between social capital and firm performance under boundary conditions such as firm age, industry characteristics, and institutional conditions, the literature is silent on the types of firm activities linking social capital to financial performance. This study investigates the moderating role of firm-level entrepreneurial activities (service innovation, corporate venturing and strategic renewal) on the relationship between social capital and financial performance in a sample of Chinese hotels. The findings indicate that the interaction of external and internal social capital has a positive effect on financial performance. In addition, innovation and corporate venturing enhance the relationship between financial performance and social capital. To achieve a competitive advantage, hospitality firms should not only accumulate social capital but should also deliberately implement strategies that enhance entrepreneurial activities to fully unleash the potential of social capital. |
| |
| Keywords: | Social capital Corporate entrepreneurship Financial performance Hospitality industry China |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
