Ledi, Klenam Ko bla; Dumeda, Rebecca B idge ; Bandoma, S ephen; Ameza-
Xemalo dzo, Enya
A icle
S a egic hinking and inno a ion as panaceas o ho el
pe o mance in u bulen business en i onmen s
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Ledi, Klenam Ko bla; Dumeda, Rebecca B idge ; Bandoma, S ephen; Ameza-
Xemalo dzo, Enya (2024) : S a egic hinking and inno a ion as panaceas o ho el pe o mance
in u bulen business en i onmen s, Cogen Business & Managemen , ISSN 2331-1975, Taylo &
F ancis, Abingdon, Vol. 11, Iss. 1, pp. 1-17,
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S a egic hinking and inno a ion as panaceas
o ho el pe o mance in u bulen business
en i onmen s
Klenam Ko bla Ledi, Rebecca B idge Dumeda, S ephen Bandoma & Enya
Ameza-Xemalo dzo
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S a egic hinking and inno a ion as panaceas o ho el pe o mance
in u bulen business en i onmen s
Klenam Ko bla Ledia , Rebecca B idge Dumedab , S ephen Bandomac and Enya
Ameza-Xemalo dzoa
aDepa men o Ma ke ing and Co po a e s a egy, Kwame nk umah uni e si y o science echnology, Business school,
Kumasi, ghana; bDepa men o Voca ional and echnical educa ion (Vo eC), Rebecca B idge Dumeda, uni e si y o Cape
Coas , Cape Coas , ghana; cDepa men o eache educa ion, Kwame nk umah uni e si y o science echnology, Kumasi,
ghana
ABSTRACT
As he hospi ali y indus y g apples wi h unp eceden ed c ises, he ela ionship be ween
inno a ion, s a egic hinking and ho el pe o mance du ing c ises eme ges as a c i ical
a ea o explo a ion. The s udy in es iga es he media ing ole o inno a ion in he
ela ionship be ween s a egic hinking and ho el pe o mance du ing imes o c isis.
The s udy employs a quan i a i e app oach and uses a ques ionnai e o solici esponses
om 291 hospi ali y i ms. Pa ial leas squa es (PLS) ha e been used o conduc
con i ma o y ac o analysis (CFA) and subsequen ly s uc u al equa ion modeling (SEM)
o es he hypo hesis pa hs o he s udy. The s udy es ablishes s a egic hinking as a
ca alys o enhanced o ganiza ional pe o mance in he hospi ali y sec o . The s udy
ound a posi i e syne gy be ween s a egic hinking and inno a ion, as s a egic
hinking ca alyzes inno a ion, which in u n in luences o e all ho el pe o mance. This
syne gis ic ela ionship is essen ial o o ganiza ions seeking o su i e and h i e in a
apidly changing business en i onmen . The s udy o e s p ac ical insigh s o
p ac i ione s on le e aging s a egic hinking and inno a ion syne gy as a s a egic ool
o enhanced pe o mance in dynamic business en i onmen s, as well as posi ioning
hemsel es o long- e m success and esilience.
1. In oduc ion
Ho els in he dynamic business en i onmen equen ly ace a ious c ises, including economic ola ili y
and global pandemics (Lai & Wong, 2020; Liu e al., 2021; Ri chie, 2004; Rossello e al., 2020). As c ises
become mo e equen and unp edic able, he hospi ali y sec o is compelled o eassess i s s a egies
o sus ained success (Allah eisi e al., 2019; Ansell & Boin, 2019; B eie e al., 2021; Fu & Eisenha d ,
2021; Ma co-Laja a e al., 2022). Success in na iga ing c ises and eco e ing om hem equi es he
implemen a ion o a s a egic app oach ha goes beyond adi ional pe spec i es. S a egic hinking has
hus isen as a p ominen dynamic capabili y ha can be cons ued o achie e o ganiza ional esilience
in he hospi ali y indus y.
The dynamic capabili y heo y (DCT) posi s ha an o ganiza ion’s abili y o adap and econ igu e i s
esou ces is cen al o i s success in changing en i onmen s (Alcalde-Calonge e al., 2022; Teece e al.,
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT Klenam Ko bla Ledi [email p o ec ed] Depa men o Ma ke ing and Co po a e s a egy, Kwame nk umah uni e si y
o science echnology, Business school, Kumasi, ghana
h ps://doi.o g/10.1080/23311975.2024.2328330
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 13 Decembe
2023
Re ised 3 Ma ch 2024
Accep ed 4 Ma ch 2024
KEYWORDS
S a egic hinking;
s a egic inno a ion;
hospi ali y; i m
pe o mance; c ises
REVIEWING EDITOR
Diego Co ales-Ga ay,
Uni e sidad Rey Juan
Ca los, Spain
SUBJECTS
S a egic Managemen ;
Managemen o
Technology & Inno a ion;
Hospi ali y Managemen ;
Managemen o
Technology & Inno a ion;
Ho el Managemen ; The
Hospi ali y Indus y;
Hospi ali y
MANAGEMENT | RESEARCH ARTICLE
2 K. K. LEDI ETAL.
1997; Teece, 2007; Yalcinkaya e al., 2007). As dynamic capabili ies a e an o ganiza ion’s abili y o in e-
g a e, build and econ igu e in e nal and ex e nal compe encies o add ess apidly changing en i on-
men s (Fe ei a e al., 2020; Teece e al., 1997), s a egic hinking can be iewed as a c ucial componen
o dynamic capabili ies, in luencing how ho els sense, seize and ans o m hei esou ces o enhance
o e all pe o mance. The s udy he e o e concep ualizes s a egic hinking as a unique dynamic capabil-
i y ha is signi ican o enhancing ho el compe i i eness and o e all pe o mance in a u bulen busi-
ness en i onmen .
S a egic hinking is a ca alys o supe io i m pe o mance (Beni o-Os olaza & Sanchis-Llopis, 2014;
Dixi e al., 2021). Fi ms ha engage in s a egic hinking a e be e posi ioned o iden i y eme ging
ma ke ends, echnological ad ancemen s and compe i i e o ces (Ala aila e al., 2019; Dixi e al.,
2021). This is because s a egic hinking enables o ganiza ions o an icipa e oppo uni ies and h ea s in
he ex e nal en i onmen (Aca & Özşahin, 2018; Bouhali e al., 2015). An icipa ing hese changes allows
o ganiza ions o p oac i ely capi alize on oppo uni ies and mi iga e po en ial h ea s, he eby in luenc-
ing o e all pe o mance (Olaniyi & Elumah, 2016; Shaik & Dhi , 2021).
Fu he mo e, he impo ance o inno a ions o a i m’s su i al and success has been emphasized in
he li e a u e (Ash on & S acey, 1995; Fe ei a e al., 2021; Yalcinkaya e al., 2007). Consequen ly, i ms
mus possess he capabili y o make ma ke decisions ha acili a e and p omo e inno a ion in o de
o p ospe in an en i onmen cha ac e ized by ma ke unce ain y. In line wi h his, inno a ion has
widely been ecognized as a key d i e o i m pe o mance (Bouhali e al., 2015; Calab ese & Cos a,
2015; Fe ei a e al., 2021; Ga cía-Sánchez e al., 2019; Olaleye e al., 2020). The s udy con ends ha he
ela ionship be ween s a egic hinking and inno a ion is undamen al o an o ganiza ion’s capaci y o
lou ish in a dynamic and compe i i e en i onmen . S a egic hinking and inno a ion a e in e con-
nec ed p ocesses ha mu ually uel one ano he , p oducing o ganiza ions cha ac e ized by adap abili y
and c ea i i y (Calab ese & Cos a, 2015; Moghadam e al., 2018). S a egic hinking he e o e p o ides
he pla o m whe e inno a ion can be s a egically u ilized o achie e a compe i i e ad an age.
Fi s , while he e is a g owing body o li e a u e acknowledging he impo ance o s a egic hinking
(Aca & Özşahin, 2018; Dixi e al., 2021; Olaniyi & Elumah, 2016; Shaik & Dhi , 2021), he ela ionship
be ween s a egic hinking and ho el pe o mance du ing c ises emains inadequa ely explo ed. As he
ho el indus y na iga es h ough dynamic ma ke condi ions, he ole o s a egic hinking in shaping
he pe o mance o ho els eme ges as a pi o al ye unde explo ed a ea. Second, while he li e a u e
ecognizes he signi icance o s a egic hinking in d i ing i m pe o mance, a no ewo hy gap exis s
in unde s anding he mechanisms h ough which s a egic hinking ansla es in o i m pe o mance
in he ho el sec o . The e o e, he e is a no able gap in unde s anding how s a egic hinking and
inno a ion in e ac , pa icula ly in he con ex o he ho el indus y, despi e he a ailable li e a u e
ecognizing he impo ance o bo h s a egic hinking and inno a ion in na iga ing c ises (A di o e al.,
2021; Alzoubi & Jaa a , 2020; B eie e al., 2021; Le a & Chan, 2021). Agains his backg ound, he
pu pose o his s udy is o add ess he esea ch ques ion: ‘To wha ex en does s a egic hinking
ancho ho el pe o mance du ing c ises ia an indi ec mechanism o s a egic inno a ion?’
The indings o e p ac ical implica ions o ho el p ac i ione s and managemen . The s udy high-
ligh s he pi o al ole o s a egic hinking in ini ia ing and guiding sus ainable esponses o c ises
and o e s a oadmap o ho els o na iga e u bulen en i onmen s. This con ibu es o a s a egic
decision-making amewo k ailo ed o c isis managemen , ul ima ely p omo ing ho el esilience and
sus ainabili y. Addi ionally, he s udy demons a es how ho els can build dynamic capabili ies ha
con ibu e o he de elopmen o a sus ainable compe i i e ad an age. G ounded in DCT, he s udy
unpacks he mechanism h ough which s a egic hinking in luences he s a egic deploymen o
inno a ion, pa icula ly in imes o c isis. The s udy illumina es ha s a egic hinking se es as he
ca alys o inno a i e esponses ha a e s a egically aligned wi h o ganiza ional goals. The s udy
he e o e o e s a s a egic oadmap o le e aging inno a ion as a ans o ma i e o ce du ing c ises
in he hospi ali y sec o , ul ima ely enhancing ho el pe o mance as well as posi ioning hemsel es
o long- e m success and esilience. Las ly, he indings ha e implica ions o indus y policies and
egula ions. Go e nmen s and indus y associa ions should conside p omo ing a suppo i e en i on-
men o s a egic hinking and inno a ion wi hin he hospi ali y sec o . This could in ol e c ea ing
incen i es, o e ing g an s, o p o iding esou ces o encou age ho els, especially small-scale ho els
COGENT BUSINESS & MANAGEMENT 3
ha may ha e su e ed as a esul o he c isis, o in es in s a egic ini ia i es and inno a i e
p ac ices.
The es o he sec ions a e as ollows: heo e ical backg ound, empi ical e iew and hypo hesis de el-
opmen , ma e ial and me hod, esul s, discussion and conclusion o he s udy.
2.Theo e ical e iew and hypo hesis de elopmen
2.1. Theo e ical backg ound
Acco ding o dynamic capabili ies heo y, i ms mus de elop speci ic capabili ies and engage in con-
inuous lea ning in o de o emain compe i i e in a changing ma ke place (Teece e al., 1997). In a
ypical changing en i onmen , he absence o dynamic capabili ies will possibly make i di icul o a
i m o achie e sus ainable compe i i e ad an age, as he p ocess o main aining compe i i e ad an-
age is dynamic and in ini e (Alcalde-Calonge e al., 2022; Fe ei a e al., 2020; Teece, 2007). The s udy
sugges ed ha in a c isis- idden e a, o ganiza ions wi h dynamic capabili ies may espond o changes
in he business en i onmen mo e e ec i ely by exploi ing and applying knowledge, as well as esol -
ing di icul ies ela ed o capabili y in lexibili y. In line wi h his, i ms wi h s ong dynamic capabili ies
will be able o de elop and edeploy in e nal and ex e nal skills in o de o espond o a c isis o a
changing en i onmen , pa icula ly in he hospi ali y indus y sec o , which is ulne able o c ises. The
COVID pandemic has had a signi ican impac on he hospi ali y indus y, he eby mul iplying he
impo ance o s a egic hinking. In such ci cums ances, s a egic hinking and inno a ion may be
iewed as key mechanisms o espond app op ia ely, lexibly and p omp ly o unexpec ed e en s, pa -
icula ly du ing c isis eco e y. S a egic hinking coupled wi h inno a ion will be e handle he com-
plexi ies and unce ain ies o c ises and espond o c ises e ec i ely and quickly, allowing i ms o
p ospe compe i i ely in he c isis e a.
Abso p i e capaci y heo y elucida es he p ocess by which o ganiza ions ob ain, in eg a e and le e -
age ex e nal knowledge in o de o os e inno a ion and enhance hei o e all pe o mance (Cohen &
Le in hal, 1990). The heo y highligh s he signi icance o an o ganiza ion’s capaci y o p o icien ly iden-
i y, assimila e and use no el knowledge om o he en i ies, such as supplie s, consume s and compe i-
o s (Cohen & Le in hal, 1990). The abili y o abso b new knowledge and skills is essen ial o o ganiza ions,
especially in dynamic and compe i i e con ex s, such as he hospi ali y sec o , as i enables hem o
p oac i ely adjus and gene a e no el ideas. In line wi h his, ho els ha possess g ea e abso p i e
capaci y ha e a be e p obabili y o engaging in inno a ion and capi alizing on ma ke oppo uni ies.
Ho els ha possess a s ong abili y o abso b and u ilize new knowledge may e ec i ely and p omp ly
adjus o dynamic ma ke condi ions and eme ging oppo uni ies.
2.2. Rela ionship be ween s a egic hinking and i m pe o mance
S a egic hinking is de ined in a ious capabili ies ha include: (1) s a egy o mula ion –cogni i e ac i -
i y ha in ol es he iden i ica ion, in e p e a ion, and o mula ion o s a egies o enhance o ganiza ional
pe o mance and achie e compe i i e ad an age (Racelis, 2006; Dixi e al., 2021); (2) s a egic sensi i i y
– he capabili y o syn hesize in o ma ion, an icipa e u u e ends and c ea e adap i e s a egies ha
align o ganiza ional ac ions wi h he changing en i onmen (Ala aila e al., 2019; Beni o-Os olaza &
Sanchis-Llopis, 2014); (3) capabili y – encompasses he abili y o connec in e nal capabili ies wi h ex e -
nal oppo uni ies, esul ing in he de elopmen and execu ion o success ul business s a egies (Racelis,
2006; Shaik & Dhi , 2021), and in ol es he con inuous p ocess o sensing and seizing oppo uni ies,
an icipa ing challenges and adap ing o he e ol ing business landscape o sus ained o ganiza ional
success. Taking hese de ini ions o s a egic hinking in o conside a ion, he s udy concep ualizes s a e-
gic hinking as a dynamic capabili y ha is unique o di icul o imi a e and can po en ially be a sou ce
o compe i i e ad an age o hospi ali y i ms.
Fi m pe o mance has become a signi ican concep in s a egic managemen esea ch and is e-
quen ly used as a dependen a iable (Bha & Sha ma, 2022; Elbanna e al., 2015). Fi m pe o mance
4 K. K. LEDI ETAL.
e e s o a business’s capaci y o e ec i ely use i s exis ing esou ces in o de o mee i s goals as ou -
lined in he company’s objec i es (Bha & Sha ma, 2022). As a s a egy o mula ion mechanism, s a egic
hinking helps companies iden i y and unde s and hei compe i i e en i onmen by iden i ying hei
s eng hs, weaknesses, oppo uni ies and h ea s (Bonn, 2005; Calab ese & Cos a, 2015; Na id Adham &
Sha izadeh, 2019). This in o ma ion can hen be used o de elop s a egies and align hei ac ions wi h
he s a egic goals o he o ganiza ion, which will help he company compe e e ec i ely. Fu he , s a e-
gic hinking plays a pi o al ole in esou ce alloca ion and ope a ional e iciency (Bouhali e al., 2015;
Racelis, 2006). O ganiza ions ha engage in s a egic hinking a e adep a alloca ing esou ces – inan-
cial, human and echnological – in a manne ha aligns wi h hei s a egic objec i es (Aca & Özşahin,
2018; Shaik & Dhi , 2021). This e icien use o esou ces con ibu es o imp o ed ope a ional pe o -
mance and he achie emen o o ganiza ional goals. Fu he mo e, s a egic sensi i i y and s a egic
hinking assess isks and unce ain ies wi hin he business en i onmen . I aids in p oac i ely iden i ying
po en ial isks and de eloping s a egies o mi iga e hem, which can con ibu e o be e i m pe o -
mance (Bouhali e al., 2015; Ala aila e al., 2019; Racelis, 2006). S a egic hinking hus minimizes he
nega i e impac o unce ain ies and enhances he o ganiza ion’s abili y o na iga e c ises.
Las ly, dynamic capabili ies a e an o ganiza ion’s abili y o in eg a e, build and econ igu e in e nal and
ex e nal compe encies o add ess apidly changing en i onmen s (Alcalde-Calonge e al., 2022; Teece
e al., 1997). S a egic hinking as a dynamic capabili y enables i ms o an icipa e changes in he com-
pe i i e landscape, ma ke ends and cus ome p e e ences (Aca & Özşahin, 2018; Ala aila e al., 2019;
Bouhali e al., 2015; Olaniyi & Elumah, 2016; Shaik & Dhi , 2021; Racelis, 2006), aligning wi h he sensing
aspec o dynamic capabili ies. In line wi h his, ho els can iden i y eme ging oppo uni ies and h ea s,
allowing hem o adap swi ly o e ol ing condi ions. Fu he , as dynamic capabili ies in ol e he abili y
o make s a egic decisions e ec i ely (Teece e al., 1997; Teece, 2007), s a egic hinking p o ides he
ounda ion o decision-making, allowing ho els o capi alize on oppo uni ies iden i ied du ing he sens-
ing phase. Thus, s a egic hinking in o ms he seizing o oppo uni ies. Ho els ha consis en ly engage
in s a egic hinking a e mo e likely o adap hei s a egies o e ime, building endu ing alue, ensu ing
esilience and sus ainable compe i i eness in he long un. The i s hypo hesis is:
H1: S a egic hinking has a signi ican and posi i e ela ionship wi h ho el pe o mance
2.3. Rela ionship be ween s a egic hinking and inno a ion
Inno a ion is he p ocess o in oducing new p oduc s o se ices, c ea ing new p oduc ion me hods,
explo ing new ma ke s o implemen ing new o ganiza ional and manage ial s uc u es (Fe ei a e al.,
2020; Tidd & Bessan , 2018). Inno a ion equi es he implemen a ion o a new o signi ican ly imp o ed
p oduc (good o se ice), p ocess, a new ma ke ing me hod o a new o ganiza ional me hod in business
o ganiza ion (Bha & Sha ma, 2022; Mansu y & Lo e, 2008; Moghadam e al., 2018). One o he unda-
men al ac o s ha spu inno a ion is adical s a egic hinking.
S a egic hinking plays an in eg al ole in o ganiza ional inno a ion (Bonn, 2005; AlQe shi, 2021; Moghadam
e al., 2018). S a egic hinking has a signi ican impac on inno a ion, and companies ha engage in s a e-
gic hinking a e mo e likely o be inno a i e and success ul. Fi s , s a egic hinking helps companies iden i y
and unde s and hei compe i i e en i onmen , leading o he de elopmen o inno a i e s a egies ha will
help he company compe e e ec i ely (Bonn, 2005; Calab ese & Cos a, 2015; Kazmi e al., 2016). DCT admon-
ishes o ganiza ions o de elop and adap hei capabili ies o achie e a compe i i e ad an age in a apidly
changing en i onmen (Fe ei a e al., 2020; Teece, 2007). As dynamic capabili ies in ol e he abili y o sense
changes in he ex e nal en i onmen and seize oppo uni ies e ec i ely, s a egic hinking se es as he oun-
da ion o sensing oppo uni ies ha a e po en ial a eas o inno a ion. S a egic hinking p o ides a isiona y
di ec ion o he o ganiza ion (Bonn, 2005; Bouhali e al., 2015; Kazmi e al., 2015; Olaleye e al., 2020), which
o en in ol es an icipa ing u u e ends, oppo uni ies and challenges. This guides inno a ion e o s owa d
a eas ha align wi h he long- e m goals and aspi a ions o he o ganiza ion.
Mo eo e , dynamic capabili ies also emphasize s a egic lexibili y and adap abili y in esponse o
changes in he business en i onmen (Teece, 2007). S a egic hinking encou ages o ganiza ions o be
lexible and adap able in hei app oach o achie ing s a egic objec i es (Aca & Özşahin, 2018; Calab ese
& Cos a, 2015; Kazmi e al., 2015; Na id Adham & Sha izadeh, 2019; Olaleye e al., 2020). This suppo s
COGENT BUSINESS & MANAGEMENT 5
he de elopmen o dynamic capabili ies ha enable o ganiza ions, especially ho els, o adjus hei inno-
a ion s a egies based on e ol ing ma ke condi ions, especially du ing c ises. Ho els ha s a egically
align hei inno a ion e o s wi h hei o e all objec i es a e be e posi ioned o di e en ia e hem-
sel es in he ma ke , s ay ahead o compe i o s and adap o indus y changes. This abili y o inno a e
and adap o changing ci cums ances is o en e lec ed in imp o ed i m pe o mance, especially in
dynamic and compe i i e ma ke s. The second hypo hesis is:
H2: S a egic hinking has a signi ican and posi i e ela ionship wi h inno a ion
2.4. Rela ionship be ween inno a ion and i m pe o mance
In a highly compe i i e business en i onmen , i ms need o emb ace inno a ion in o de o su i e and
o alue c ea ion (Ash on & S acey, 1995; Fe ei a e al., 2020). Mo eo e , in a as -changing business
en i onmen and a c isis-p one en i onmen such as he hospi ali y sec o , i is he e o e necessa y o
ealize he need o explo e, exploi , and deploy inno a i e s a egies in o de o manage c ises and s ay
compe i i e du ing c ises (A di o e al., 2021; B eie e al., 2021; Le a & Chan, 2021; Moghadam e al.,
2018). The abili y o o m s a egic inno a ion is hus i al in o de o p o ide e ec i e and e icien ho el
pe o mance. Ho els wi h highe abso p i e capaci y a e mo e likely o engage in inno a ion and ake
ad an age o ma ke oppo uni ies. Thus, ho els wi h a high capaci y o assimila e and use new knowl-
edge can quickly and e icien ly adap o changing ma ke condi ions and de eloping oppo uni ies.
Resea ch has widely shown a posi i e ela ionship be ween inno a ion and i m pe o mance, such as
sales g ow h, p o i abili y and ma ke sha e (Ash on & S acey, 1995; Bha & Sha ma, 2022; Calab ese &
Cos a, 2015; Fe ei a e al., 2021; Ga cía-Sánchez e al., 2019; Mansu y & Lo e, 2008; Kazmi e al., 2016;
Olaleye e al., 2020; Yalcinkaya e al., 2007). Fo example, inno a ion enables i ms o di e en ia e hem-
sel es in he ma ke . P oduc s, se ices o p ocesses ha esul om inno a ion can p o ide a compe i-
i e ad an age, con ibu ing o enhanced business pe o mance h ough inc eased ma ke sha e and
cus ome loyal y (Kazmi e al., 2016; Yalcinkaya e al., 2007; Na id Adham & Sha izadeh, 2019; Olaleye
e al., 2020). Fu he , inno a ions ha add ess ma ke needs o c ea e new oppo uni ies o en lead o
e enue g ow h o i ms. Success ul in oduc ion o inno a i e p oduc s o se ices can open new e -
enue s eams, posi i ely impac ing he o e all inancial pe o mance o he business (Ash on & S acey,
1995; Mansu y & Lo e, 2008; Moghadam e al., 2018). Mo eo e , inno a ions in ope a ional e iciency can
esul in cos sa ings, imp o ed p oduc i i y and s eamlined wo k lows, di ec ly in luencing he ope a-
ional pe o mance o i ms. Inno a ions ha ocus on cos -e ec i e solu ions o esou ce op imiza ion
con ibu e o e icien cos managemen . E ec i e cos con ol posi i ely in luences he inancial pe o -
mance o i ms, impac ing hei o e all business pe o mance (Olaleye e al., 2020; Tidd & Bessan , 2018).
As dynamic capabili ies a e an o ganiza ion’s abili y o in eg a e, build and econ igu e in e nal and
ex e nal compe encies o add ess apidly changing en i onmen s (Alcalde-Calonge e al., 2022; Fe ei a
e al., 2020; Teece e al., 1997), inno a ion is a dynamic capabili y ha allows i ms o adap , e ol e and
s ay compe i i e in changing ma ke s. Fi ms ha p io i ize inno a ion a e be e posi ioned o in oduce
new p oduc s, se ices o p ocesses ha se hem apa om compe i o s, leading o enhanced pe o -
mance (Bha & Sha ma, 2022; Ga cía-Sánchez e al., 2019). Fi ms wi h s ong inno a ion pe o mance a e
be e equipped o adap o changing ma ke condi ions. The abili y o espond o echnological
ad ancemen s, shi s in consume p e e ences and eme ging ends enhances he esilience o he busi-
ness, impac ing i s o e all pe o mance (Fe ei a e al., 2021). Thus, inno a i e i ms end o ou pe o m
hei compe i o s and achie e highe le els o success, as suppo ed by he DCT. The hi d hypo hesis is:
H3: S a egic Inno a ion has a signi ican and posi i e ela ionship wi h ho el pe o mance
2.5. The media ing ole o s a egic inno a ion in s a egic hinking and ho el pe o mance
nexus
The hospi ali y indus y is highly compe i i e and cons an ly e ol ing; he e o e, s aying ahead o
ends and changes in he ma ke is c ucial o success in he indus y. As c ises dis up adi ional
business models, s a egic hinking becomes c ucial o adap ing o apidly changing ci cums ances
6 K. K. LEDI ETAL.
(Ansell & Boin, 2019; Fu & Eisenha d , 2021; Ma co-Laja a e al., 2022). S a egic hinking c ea i ely
assis s in he de elopmen o s a egies ha will help he o ganiza ion achie e i s goals (Calab ese &
Cos a, 2015; AlQe shi, 2021; Na id Adham & Sha izadeh, 2019). The e o e, he e is a s ong ela ionship
be ween s a egic hinking and business pe o mance (Aca & Özşahin, 2018; Ala aila e al., 2019; Shaik
& Dhi , 2021). Companies ha engage in s a egic hinking a e mo e likely o be success ul; hey a e
mo e likely o gene a e highe e enue g ow h and p o i abili y. This is because s a egic hinking helps
companies iden i y and unde s and hei compe i i e en i onmen , ul ima ely helping hem o make
be e decisions abou esou ce alloca ion, p oduc de elopmen , and ma ke ing (AlQe shi, 2021; Bonn,
2005; Calab ese & Cos a, 2015; Moghadam e al., 2018). This is impo an because he hospi ali y busi-
ness en i onmen is cons an ly changing, and companies need o be able o adap in o de o su i e
and h i e. Mo e speci ically, in he ace o unp eceden ed challenges and unce ain ies, he ho el
indus y is compelled o eassess i s s a egies o no only su i e bu also h i e du ing imes o c isis.
The DCT posi s ha an o ganiza ion’s abili y o adap and econ igu e i s esou ces is cen al o i s
success in changing en i onmen s (Teece e al., 1997; Teece, 2007). O ganiza ions need o possess he
abili y o in eg a e, build and econ igu e in e nal and ex e nal compe encies o add ess apidly changing
en i onmen s (Fe ei a e al., 2020; Teece e al., 1997). Thus, hospi ali y i ms need specialized compe en-
cies o cope wi h complex and dynamic business en i onmen s h ough he explo a ion o c ea i e
knowledge asse s adap ed o he local ma ke . This poin s o he impo ance o s a egic inno a ion as
a missing link be ween s a egic hinking and i m pe o mance. S a egic inno a ion ep esen s a co e
and dis inc i e mechanism h ough which s a egic hinking ansla es o s ella ho el pe o mance. This
is consis en wi h he p ima y ene s o he DCT, whe eby ho els need dynamic capabili ies o design
and implemen mechanisms ha can possibly ancho hei compe i i e ad an age in a u bulen busi-
ness en i onmen (Teece, 2007).
The e o e, he s udy a gued ha he ela ionship be ween s a egic hinking and inno a ion is ounda-
ional o an o ganiza ion’s abili y o h i e in a dynamic and compe i i e en i onmen . Bo h s a egic
hinking and inno a ion a e in e linked p ocesses ha uel each o he , os e ing a cul u e o agili y and
c ea i i y (AlQe shi, 2021; Calab ese & Cos a, 2015; Kazmi e al., 2016; Na id Adham & Sha izadeh, 2019;
Moghadam e al., 2018; Olaleye e al., 2020). S a egic hinking p o ides he o e a ching ision, guiding
p inciples and a s uc u ed app oach o aligning inno a ion e o s wi h o ganiza ional goals, while inno-
a ion complemen s s a egic hinking by se ing as he mechanism h ough which o ganiza ions b ing
s a egic isions o li e (AlQe shi, 2021; Moghadam e al., 2018). The e o e, s a egic hinking guides he
iden i ica ion o oppo uni ies o inno a ion and helps iden i y a eas whe e inno a ion can lead o a
posi i e impac on he o ganiza ion. Fo example, s a egic hinking d i es inno a ion wi hin ho els; his
inno a ion, in e ms o ope a ional p ocesses, gues expe iences o se ice deli e y, ep esen s a ans o -
ma i e p ocess ha enhances a ho el’s capabili ies o pe o m e ec i ely. The e o e, in he con ex o a
c isis, inno a ion se es as a ehicle ha ansla es s a egic hinking in o o ganiza ional ou comes. Ho els
ha employ s a egic hinking and inno a ion will enhance hei abili y o no only su i e bu h i e
du ing c ises, ul ima ely in luencing and op imizing hei o e all pe o mance. The ou h hypo hesis is:
H4: S a egic inno a ion media es he ela ionship be ween s a egic hinking and ho el pe o mance
The s udy d aws insigh om DCT o es ablish a amewo k and he hypo hesis o he s udy, as
demons a ed in Figu e 1. The H1 and H3 depic he di ec ela ionship s a egic hinking and s a egic
Figu e 1. Concep ual model.
COGENT BUSINESS & MANAGEMENT 7
inno a ion ha e wi h i m pe o mance, espec i ely. The H2 depic s he di ec ela ionship be ween s a-
egic hinking and s a egic inno a ion. The H4 depic s he indi ec ela ionship o s a egic hinking o
i m pe o mance channeled h ough s a egic inno a ion.
3. Ma e ial and me hods
3.1. Resea ch philosophy
The s udy adop s a posi i is philosophy. Posi i ism holds ha knowledge should be de i ed om
obse able ac s and phenomena. This means ha heo ies and hypo heses should be based on empi -
ical e idence ga he ed h ough senso y expe ience o expe imen a ion (Saunde s e al., 2003). The s udy
adop s posi i is philosophy because i p io i izes empi ical e idence and scien i ic me hods, which can
p o ide a igo ous and sys ema ic app oach o unde s anding phenomena.
3.2. Resea ch design
Explana o y esea ch aims o explain why and how ce ain phenomena occu . I goes beyond me ely
desc ibing o co ela ing a iables o es ablish causal ela ionships and unde s and unde lying mecha-
nisms (Saunde s e al., 2003). Explana o y esea ch design was adop ed because i allows esea che s o
go beyond me e desc ip ion o co ela ion o in es iga e causal ela ionships be ween a iables.
3.3. Ta ge popula ion
The s udy’s a ge popula ion is he hospi ali y indus y, speci ically ocusing on ho els wi h mos ly h ee-
o i e-s a a ings. The sampling ame consis ed o ho els ha ing a a ing o 3 s a s o highe , which
we e selec ed om he Ghana Ho elie s Associa ion (GHA).
3.4. Sampling and sampling me hod
A o al o 291 alid esponses we e ul ima ely u ilized o he pu pose o da a analysis, employing
Coch an’s (1977) sampling p ocedu e. The s udy employs a key in o man app oach o pu pose ully
selec he hospi ali y indus y’s op execu i es, who a e p esumed o possess ex ensi e knowledge
and a deep awa eness o hei o ganiza ions’ ope a ions, as well as he abili y o make s a egic deci-
sions on behal o he company. Ve bal consen was ob ained om each esponden be o e hei
pa icipa ion in his s udy. The esponden s we e p o ided wi h comp ehensi e in o ma ion ega ding
he esea ch pu pose o he s udy and emphasized ha pa icipa ion was olun a y. The esponden s
he e o e p o ided e bal a i ma ion o hei consen o pa icipa e be o e p oceeding wi h he s udy.
3.5. Ins umen a ion and scaling
The s udy employs ques ionnai e o solici esponses om Ghanaian hospi ali y i ms. The de elopmen
o he measu emen ins umen was unde aken subsequen o an ex ensi e examina ion o he ele an
schola ly li e a u e. The cons uc s we e assessed on Like scales anging om 1 o 7, wi h 1 ep esen -
ing signi ican disag eemen and 7 indica ing s ong ag eemen .
3.5.1. Independen a iable
In his s udy, s a egic hinking in ol es he con inuous p ocess o sensing and seizing oppo uni ies, an ic-
ipa ing challenges and adap ing o he e ol ing business landscape o sus ained o ganiza ional success, as
well as unde s anding he compe i i e landscape and en isioning he di ec ion in which he business needs
o mo e o emain success ul (Ala aila e al., 2019; Dixi e al., 2021). The s udy measu es s a egic hinking
using six (6) i ems adop ed om AlQe shi (2021). These i ems o scales a e ele an o ho els in Ghana as
hey comp ehensi ely cap u e he abili y o i ms o o mula e s a egies o cap u e alue o he i m.
14 K. K. LEDI ETAL.
The s udy ad ances heo e ical discussions on he in e connec edness o s a egic elemen s wi hin
he hospi ali y con ex . I emphasizes ha s a egic hinking and s a egic inno a ion should no be
iewed in isola ion bu as in eg al componen s o a syne gis ic sys em. This in e connec ed iew
en iches heo e ical pe spec i es on o ganiza ional s a egies, p o iding a mo e holis ic lens o
esea che s and p ac i ione s alike. The s udy un eils a nuanced unde s anding o he causal pa hways
be ween s a egic hinking and ho el pe o mance. The s udy b idges he gap be ween cogni i e capa-
bili ies, exempli ied by s a egic hinking, and dynamic capabili ies, exempli ied by s a egic inno a ion.
This in eg a ion con ibu es o heo e ical discussions su ounding he in e sec ion o cogni i e and
dynamic capabili ies, showcasing how cogni i e p ocesses in luence he de elopmen and deploymen
o dynamic capabili ies in he pu sui o o ganiza ional goals and o e ing heo e ical insigh s ha can
in o m and en ich discussions wi hin he b oade ield o o ganiza ional s a egy and managemen .
7. Conclusion
As c ises become mo e equen and unp edic able, he hospi ali y sec o is compelled o eassess i s
s a egies o sus ained success. S a egic hinking eme ges as a pi o al o ce in in luencing i m pe o -
mance. While exis ing li e a u e acknowledges he indi idual signi icance o bo h s a egic hinking and
inno a ion in na iga ing challenges, he unde s anding o how hese elemen s syne gize, especially
du ing c ises, emains a c i ical gap. The s udy assesses he media ing ole o s a egic inno a ion in he
ela ionship be ween s a egic hinking and ho el pe o mance.
Ou esea ch con i ms ha s a egic hinking is c ucial o achie ing e ec i e o ganiza ional pe o -
mance. S a egically aligning o ganiza ional goals wi h ma ke dynamics is conside ed a c ucial equi e-
men o gaining and sus aining a compe i i e ad an age. S a egic hinking plays a c ucial ole in
shaping decision-making p ocesses, which in u n impac he en i e pe o mance o ho els and con ib-
u e o gaining a compe i i e ad an age. Mo eo e , inno a ion has become a c ucial ac o in gaining a
compe i i e edge in he hospi ali y indus y. The s udy has shown a s ong co ela ion be ween inno a-
ion and ho el pe o mance, indica ing ha ho els ha e ec i ely inno a e a e mo e a e be e posi-
ioned o mee he e ol ing demands o he ma ke .
The s udy p o ides addi ional e idence o he impac o s a egic hinking on inno a ion p ocesses in
ho els, and how hese inno a ions ul ima ely imp o e he pe o mance o ho els. S a egic hinking de e -
mines he essen ial s a egies o main aining compe i i eness, whe eas inno a ion o e s he me hods o
a ain and main ain ha compe i i eness. Essen ially, he ela ionship be ween s a egic hinking and inno-
a ion is symbio ic; s a egic hinking lays he ounda ion o inno a ion, by ecognizing oppo uni ies and
inno a ion exploi and he oppo uni ies esul ing in o be e i m pe o mance. This syne gis ic ela ionship
is essen ial o o ganiza ion o su i e and h i e in a u bulen business en i onmen . S a egic hinking
plays a c i ical ole in de eloping dynamic capabili ies ha allow o ganiza ions o inno a e and achie e
sus ained compe i i e ad an age in a dynamic en i onmen . The e o e, o ganiza ions ha success ully in e-
g a e s a egic hinking and inno a ion a e be e posi ioned o achie e a sus ainable compe i i e ad an age.
While he sample size in his s udy was su icien o ou analyses, i is impo an o acknowledge ha
he s udy’s sample may no ully ep esen he di e si y o he ho el indus y in Ghana. Fu u e esea ch
could bene i om la ge and mo e di e se samples o enhance he gene alizabili y o indings ac oss
di e en ho el con ex s and especially geog aphic egions. Fu he , his s udy ocused on he con ex o
he hospi ali y indus y and may no ully cap u e he in luence o b oade con ex ual ac o s, such as
economic condi ions o egula o y en i onmen s, on he ela ionships examined. Fu u e esea ch could
explo e hese con ex ual ac o s in mo e dep h o be e unde s and hei impac on s a egic hinking
and s a egic inno a ion. Fu u e s udies should also conside po en ial in e nal bounda y condi ions, such
as o ganiza ional cul u e o leade ship s yles, which could enhance ou unde s anding o he condi ions
unde which s a egic hinking and s a egic inno a ion a e mos bene icial o ho el pe o mance.
Au ho con ibu ion
Concep ion and design: Klenam K. Ledi; Analysis and in e p e a ion o he da a: Bandoma S ephen and Klenam K.
Ledi; D a ing o he a icle: Klenam K. Ledi and Rebecca B. Dumeda; Re ising o in ellec ual con en : Enya Ameza
COGENT BUSINESS & MANAGEMENT 15
–Xemalo dzo; Final app o al o publica ion: Klenam K. Ledi & Enya Ameza –Xemalo dzo. All au ho s a e accoun able
o all aspec s o he wo k.
Funding
No unding.
Disclosu e s a emen
No con lic o in e es .
Abou he au ho s
Klenam Ko bla Ledi is a esea che a he depa men o ma ke ing and co po a e s a egy a Kwame Nk umah
Uni e si y o Science (KNUST) Business School. His main esea ch a eas a e sus ainabili y, ma ke ing, co po a e s a -
egy, en ep eneu ship, and inno a ion.
Rebecca B idge Dumeda is an MPhil s uden a he Depa men o Voca ional and Technical Educa ion (VOTEC),
Uni e si y o Cape Coas . He main esea ch ields a e nu i ion among child en, home economics, ou ism, and
hospi ali y.
S ephen Bandoma is a esea ch assis an a he Depa men o Teache Educa ion, Facul y o Educa ional S udies,
Kwame Nk umah Uni e si y o Science (KNUST). His main esea ch ields a e educa ional echnology, inclusi e edu-
ca ion, inno a ion, digi al ans o ma ion, and en ep eneu ship.
Enya Ameza-Xemalo dzo is a lec u e a he depa men o ma ke ing and co po a e s a egy a KNUST Business
School and a Cha e ed Managemen and Adminis a ion consul an . His esea ch a eas a e co po a e go e nance,
co po a e social esponsibili y, ma ke ing, and en ep eneu ship.
ORCID
Klenam Ko bla Ledi h p://o cid.o g/0000-0002-7759-3604
Rebecca B idge Dumeda h p://o cid.o g/0009-0000-2346-8536
S ephen Bandoma h p://o cid.o g/0000-0003-1791-2674
Enya Ameza-Xemalo dzo h p://o cid.o g/0000-0003-1329-4952
Da a a ailabili y s a emen
Da a ha suppo he indings o his s udy a e a ailable om he co esponding au ho , KKL, upon easonable
eques .
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