The mediating effect of service quality on the relationship between logistics resources and sustainable competitive advantage in Iraqi Kurdistan hotels

Ahmad, Mohammed Abdul-Aziz; Jais, Juraifa Article The mediating effect of service quality on the relationship between logistics resources and sustainable competitive advantage in Iraqi Kurdistan hotels Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Ahmad, Mohammed Abdul-Aziz; Jais, Juraifa (2024) : The mediating effect of service quality on the relationship between logistics resources and sustainable competitive advantage in Iraqi Kurdistan hotels, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-22, https://doi.org/10.1080/23311975.2024.2360597 This Version is available at: https://hdl.handle.net/10419/326307 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 The mediating effect of service quality on the relationship between logistics resources and sustainable competitive advantage in Iraqi Kurdistan hotels Mohammed Abdul-Aziz Ahmad & Juraifa Jais To cite this article: Mohammed Abdul-Aziz Ahmad & Juraifa Jais (2024) The mediating effect of service quality on the relationship between logistics resources and sustainable competitive advantage in Iraqi Kurdistan hotels, Cogent Business & Management, 11:1, 2360597, DOI: 10.1080/23311975.2024.2360597 To link to this article: https://doi.org/10.1080/23311975.2024.2360597 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 04 Jun 2024. Submit your article to this journal Article views: 1516 View related articles View Crossmark data Citing articles: 4 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 ManageMent | ReseaRch aRticle Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2360597 The mediating effect of service quality on the relationship between logistics resources and sustainable competitive advantage in Iraqi Kurdistan hotels Mohammed abdul-aziz ahmada,b and Juraifa Jaisa aDepartment of Business & Management, College of graduate studies, universiti tenaga nasional (uniten), Malaysia; bBusiness administration techniques Department, technical administrative College, erbil Polytechnic university, iraq ABSTRACT logistics resources play a critical role in shaping service quality and maintaining organizational competitiveness. this study examines how service quality (sQ) and logistics resources (lR) affect the sustainable competitive advantage (sca) of hotels in Kurdistan, iraq. importantly, this study addresses a limited body of research in the Middle east, contributing a unique viewpoint on the relationship between logistics resources and service quality dynamics in the region. a questionnaire was employed to gather data from 152 hotel managers in Kurdistan, iraq. the results indicate that sustainable competitive advantage was influenced by both the direct and indirect effects of service quality. When considering the role of service quality as a mediator, it was identified that it had a partial mediation effect on the relationship between logistics resources and sustainable competitive advantage. the findings provide an opportunity for practitioners to gain clear knowledge on the mediating effect of service quality between logistics resources and sustainable competitive advantage in the hotel industry. it can assist hotel managers in the region in focusing on and developing their service levels, particularly empathy, tangibles, reliability, responsiveness, and sensory, to achieve a sustainable competitive advantage. Furthermore, the study will provide benefits for the relevant authorities to emphasize strategic policy. 1. Introduction nowadays, logistic issues are very critical in many organizations. to gain a competitive advantage in a highly competitive market, organizations have made necessary efforts to implement new strategic approaches within their own establishments (christopher, 2022; takwi & Mavis, 2020). in other words, logistics is critical to organizations’ pursuit of more effective management systems. logistics resources and capabilities are pivotal for logistics service providers (lsPs) aiming to successfully navigate the competitive market landscape. While the effective leveraging of logistics resources has been associated with the attainment of a competitive advantage through the fulfillment of client demands and delivery of value-added services (Pengman et al., 2022), a prominent gap exists in understanding the role of innovation in this context. specifically, Dai etal. (2020) highlighted that innovation in logistic services is foundational for lsPs to remain competitive. Yet, as Karia (2022) observed, many lsPs, despite the growing emphasis on innovation, continue to operate with limited resources and a lack of service enhancement. grounded in the broader canvas of resource-based theory (RBt), our exploration suggests that intrinsic organizational strengths can be harnessed for sustainable competitive dominance. this theoretical framework provides a lens through which the relationship between logistics capabilities and competitive advantage can be examined. © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Mohammed abdul-aziz ahmad [email protected]om Department of Business & Management, College of graduate studies, universiti tenaga nasional (uniten), Malaysia. https://doi.org/10.1080/23311975.2024.2360597 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY Received 1 March 2023 Revised 12 February 2024 accepted 14 May 2024 KEYWORDS logistics resources; service quality; sustainable competitive advantage; hotel managers REVIEWING EDITOR angela Martinez, Universidad de castilla-la Mancha, spain SUBJECTS Business, Management, and accounting; industry & industrial studies; hospitality; tourism 2 M. aBDUl-aZiZ ahMaD anD J. Jais the service sector is the fastest-growing global economic growth driver, accounting for two-thirds of global trade and being the fastest-growing sector in terms of gross domestic product (gDP) (taniyev et al., 2023). similarly, the service sector in the Kurdistan Region is continuously growing, especially for the tourism industry. tourism in the Kurdistan region of iraq is ranked second after the oil sector in providing high revenues to the region’s budget, as there are more than two million tourists visiting the country annually (hassan et al., 2020). as a critical component of the tourism industry, the hotel service sector is pivotal in domestic income generation, contributing to an estimated 40–50% of government revenue (ali et al., 2021; al-Jaf et al., 2020; Khansa et al., 2022). the selection of Kurdistan as the focal point for this study offers more than just a geographical perspective. as an autonomous entity within iraq, akin to Quebec in canada, Kurdistan’s unique governance and its burgeoning tourism industry provide a rich tapestry for examining logistics services and competitive advantage dynamics (hassan et al., 2020; Pengman et al., 2022). through this lens, our study aims to bridge existing knowledge gaps, shedding light on the intricacies of lsPs’ role in the hotel industry of Kurdistan and beyond. 2. Research gap the domain of sustainable competitive advantage has witnessed substantial contributions in business research over recent years. however, the delineation between logistics resources and capabilities, especially within the hospitality domain, remains under-researched. numerous studies have explored competitive advantage in logistics management, predominantly from the perspective of logistics users (Karia, 2022). notably, there exists a dearth of studies specifically targeting logistics service providers (Kök etal., 2020; Meathawiroon & Wanarat, 2022; Pengman etal., 2022; Phaxaisithidet & Banchuen, 2020). initial explorations into logistics resources were initiated by lyu et al. (2019), and while subsequent research followed (Karia, 2022; nordin et al., 2022), the lens of service providers remains underutilized. this oversight neglects the valuable insights of lsPs, key stakeholders in hotel industry operations. Moreover, extant literature exhibits an inclination towards tangible resources and capabilities as foundational elements of competitive advantage (Boonklum et al., 2020; laurén, 2023; supriyadi, 2020). this trajectory often minimizes the significance of intangible resource variables, such as knowledge and innovation resources. When scrutinizing the competitive dynamics of lsP firms, these facets remain inadequately explored. additionally, conventional research paradigms for competitive advantage prioritize determinant factors, with scant attention paid to the mediating role of service quality (Kankam, 2022; Vijaya & Rahayu, 2021). For lsPs to efficaciously operate, a comprehensive understanding of the interconnections between resources, service quality, and sustainable competitive advantage is imperative. the practical impact of the study emerges as, firstly, there is no similar previous research reported or published in the Kurdistan Region. secondly, the study’s findings should provide a clear understanding of the importance of logistics management for practitioners in the region. in light of the gaps identified in existing research and the growing importance of logistics in the hotel sector, particularly in the Kurdistan region, this study aims to investigate the factors that contribute to gaining a competitive advantage for lsPs in the Kurdistan hotel industry. specifically, the research examines the role of logistics resources and capabilities, with an emphasis on knowledge and innovation resources, as well as the mediating function of service quality in the relationship between these resources and sustainable competitive advantage. 3. Literature review 3.1. Logistics resources the term logistics resources refer to both the personnel and materials that are currently available or required to meet the needs of a core operation and its associated ancillary functions. these resources include material and immaterial components (cámara Rodrigo, 2023; Waters, 2021). cogent BUsiness & ManageMent 3 sugiarno and novita (2022) classified the organization’s resources as either internal or external. the presence of a working model is essential for collecting the three types of business resources, namely input, asset, and talent, in a tangible and comprehensive manner in order to manage these resources logistically. these sources, also known as logistic sources, include input factors, assets, and competencies (sugiarno & novita, 2022). in addition to capabilities, logistics assets and inputs can also be utilized during logistics operations. When input factors are utilized in a logistics activity, they become an asset or capability of logistics. therefore, logistics assets and skills can be classified as logistics resources if they are considered collectively within a framework based on resources. although there are many studies published on logistics capabilities, none have examined logistics assets and talents collectively under the title logistics resources. to this end, a list of logistics assets and capabilities has been identified using the academic literature, gathering logistic assets as knowledge and innovation resources (K&iR), human resources (hR), technological resources (tR), and operational resources (oR) (Boonklum et al., 2020; evangelista et al., 2023; hasan et al., 2021; Kök et al., 2020; lyu et al., 2019; nordin et al., 2022; Yusriadi, 2021). Research studies often consider logistics resources collectively due to their interdependence, resource-based theory (RBt) perspective, practical relevance, and statistical limitations (hossain et al., 2022; Karia, 2022; Özbağ & arslan, 2020; tukamuhabwa etal., 2021). this approach captures the holistic nature of logistics operations, aligning with real-world practices and managerial decision-making, and providing practical insights for enhancing capabilities and sustainable competitive advantage (lambert & stock, 1993, as cited in tukamuhabwa et al., 2021). 3.2. Service quality service quality includes meeting customer needs and achieving technical excellence, where the objective quality is formed by the product features and the perceived quality by users (hussain et al., 2021). it is a multidimensional concept that contrasts between predictable and apparent services. Mitropoulou and tsoulfas (2021) evaluated the quality of service in the field of service operators using the seRVQUal proposal and several specific items in the field of application. they concluded that a standard instrument for measuring service quality is necessary for the service environment and the supply chain in general. Parasuraman et al. (1985), as cited in Mitropoulou and tsoulfas (2021), developed five basic dimensions: reliability, responsiveness, assurance, empathy, and tangible components. Understanding consumer expectations is crucial for exceptional service (hussain et al., 2021; Kukanja & Planinc, 2018). Managers are responsible for designing how to achieve a specific goal, which may involve establishing service objectives and creating opportunities to improve service quality standards. Managers who are oblivious to customer expectations may convey the perception that their service lacks quality (al-gasawneh etal., 2021). thus, managers’ perspectives must be incorporated into service quality research to improve service firms’ performance and sustainability. this paper considers six dimensions to measure responsiveness: tangibles (tan), reliability (Rel), responsiveness (Resp), assurance (asur), empathy (emp), and sensory (sen) by al-Jaf et al. (2020); hassan et al. (2020); Papademetriou et al. (2022). 3.3. Sustainable competitive advantage a sustainable competitive advantage is defined as a competitive edge that is difficult to replicate or eliminate. it can be sustained for a limited time and serves as the foundation for a company’s long-term superior performance (hossain et al., 2021). according to Barney (1991); Barney (1995); and Barney and clark (2007), as cited in Mahdi etal. (2019), dimensions of sustainable competitive advantage are valuable, rare, and inimitable. a sustainable competitive advantage implies that the hotel’s resources and capabilities are not easily replicated by competitors. it provides long-term benefits and allows the hotel to consistently outperform rivals in terms of service quality (al-gasawneh et al., 2021; arachchige et al., 2021; hossain et al., 2021). this advantage creates barriers to entry for new competitors and reinforces customer loyalty, leading to sustained success in the industry. 4 M. aBDUl-aZiZ ahMaD anD J. Jais 3.4. The effect of logistics resources on service quality and sustainable competitive advantage limited research has investigated the connection between logistics resources and sustainable competitive advantage (sca) within sectors such as hospitality and tourism. sugiono et al. (2023) found that logistics capability positively influences sca, which in turn affects organizational performance. hossain et al. (2022) found that logistics resources, such as efficient transportation systems and inventory management, contribute to sca in hotels. tukamuhabwa etal. (2021) found that effective supply chain management, which includes logistics-related capabilities, improves hotel performance and sca. similarly, limited studies are done on logistics management that have made attempts to study which abilities in logistics service are the drivers of service quality (gupta et al., 2018; gupta & singh, 2020; Yu et al., 2017). ahimbisibwe et al. (2016) reported a strong correlation between logistics service quality, third-party logistics provider presentation, information technology capacity, and acceptance of information technology. the results also showed that the effectiveness of third-party logistics providers is significantly predicted by it acceptance and logistics service quality. additionally, Fernandes et al. (2018) conducted a study on the relationship between logistics service quality and capabilities, proposing three distinct categories of logistics service providers. structural equation Modelling (seM) revealed that the evidence supporting the link between logistics capability and service quality was weak. in contrast, Yu et al. (2017) observed that both relationship flexibility and logistical flexibility possess distinct capabilities that notably enhance the manufacturer’s logistics service quality. this enhancement subsequently results in increased commitment and satisfaction for the manufacturer in its relationships with key accounts. thus, it is important for hotels to stay updated with the latest developments in knowledge, innovation, technology, and human resources to continuously improve service quality. integrating technologies like mobile apps, ai, iot, and contactless solutions, alongside investing in staff training and empowerment, can lead to the personalization of experiences, operational efficiency, and an enhanced competitive advantage in the hotel industry (hasan et al., 2021; Muriithi et al., 2023). so, the following hypotheses are stated: h1: logistics resources have a positive impact on service quality. h2: logistics resources have a positive impact on sustainable competitive advantage. 3.5. The impact of service quality on sustainable competitive advantage excellent service quality creates top levels of completeness, which deliver mainly numerous activities in the market and lead to sustainable competitive benefits (Kankam, 2022). the relationship between service quality and sca has been widely investigated by academia globally. Phaxaisithidet and Banchuen (2020) concluded that lsPs must improve their service superiority levels to enhance sustainable competitive advantage. hassan et al. (2020) found managers for tourism businesses in erbil perceived the effect of bettering mental imagery on the quality of tourism services. the findings of this study supported the evidence that aspects of tourism service quality significantly and favorably influence the development of mental imagery. in the Jordanian insurance market, sweis et al. (2018) investigated the relationship between sQ and sca accomplishment. they found a statistically significant association between responsiveness, empathy, and sustainable competitive advantage, but none between tangibility, reliability, assurance, and sca. For hotel and spa managers in greece, Bakirtzoglou et al. (2018) examined which aspects of sQ are most crucial to their ability to satisfy clients. the findings indicated that three seRVQUal model variables—responsiveness, reliability, and tangibles—were the most effective predictors of managers’ perceptions. likewise, Kukanja and Planinc (2018) studied the effect of managers’ perceptions of quality on restaurant operational profitability. interestingly, only three of the five quality dimensions of managers’ perceptions (i.e. empathy, assurance, and tangibles) had a statistically significant impact on the overall quality of a restaurant. other quality indicators were statistically insignificant. cogent BUsiness & ManageMent 5 chen et al. (2016) focused on hot springs hotels in taiwan and explored the effect of sQ on tourist satisfaction. they examined service quality dimensions from the hotel manager’s perspective and highlighted how meeting tourists’ service expectations can contribute to sustainable competitive advantage. so, the following hypothesis is stated: h3: service quality has a positive effect on sustainable competitive advantage. 3.6. The mediating influence of service quality on the relationship among logistics resources and sustainable competitive advantage service quality has gained significant attention as a mediator in various research contexts, emphasizing its pivotal role in strengthening and clarifying relationships between primary variables (Kankam, 2022; Phaxaisithidet & Banchuen, 2020). this is particularly notable in logistics, where the intersection of service quality, resources, and competitive advantage is intricate. From a managerial perspective, understanding the mediating impact of service quality on the relationship between logistics resources and sustainable competitive advantage is crucial. this helps managers conceptualize and strategize these relationships in practical scenarios. For instance, Meathawiroon and Wanarat (2022), although not directly exploring sustainable competitive advantage, probed into the mediating role of service capability, a facet closely aligned with service quality. their research underscored the significance of supply chain integration and posited the enhanced role of service capability on performance outcomes. their findings are mirrored in more recent investigations, which emphasize the transformative power of integrated service capabilities in determining the competitive advantage of businesses (Meathawiroon & Wanarat, 2022). Phaxaisithidet and Banchuen (2020) delved into the pivotal role of logistics service providers (lsPs) within supply chain management. their insights revealed the potential of lsPs to augment service quality, a step that can uplift supply chain performance, further solidifying the foundation for sustainable competitive advantage. this notion is further corroborated by more recent studies suggesting that an elevation in service quality can invariably lead to a distinct competitive advantage in the fast-evolving marketplace (chaniago & Mudjiardjo, 2021; Phaxaisithidet & Banchuen, 2020; Vijaya & Rahayu, 2021). arshad and su (2015) navigated the intricate relationship between service delivery innovation and service quality within an applied system. their model intricately weaves service capacity, dynamic ability, and client support rehearsals, theorizing the mediating role of customer support. they proposed that customer support bridges the gap between service delivery advancements and service quality, facilitating the extraction of higher service quality from both limited and significant operant resources. Drawing from the above literature and building on the theoretical justification from Memon et al. (2018), this research hypothesizes: h4: service quality mediates the effect between logistics resources and sustainable competitive advantage. 3.7. Resource-based theory Resource-based theory (RBt) concentrates on the interconnectedness of a company’s resources, including tangible and intangible assets. companies are considered packages of resources that can influence performance (ofori & appiah-nimo, 2022). RBt acknowledges the importance of sustainable competitive advantage (sca) and recognizes that organizations within an industry are heterogeneous in their strategic resources (ofori & appiah-nimo, 2022). Barney (1991); Peteraf (1993); and Wernerfelt (1984), as cited in Baia etal., 2020), have all made significant contributions to the development of resource-based theory (RBt). RBt, as proposed by Baia etal. (2020), outlines four key rules for assessing the economic implications of resources: value, rarity, inimitability, and organizational support. the heterogeneity of resources contributes to competitive advantage, as they are not entirely immutable for competing organizations. the conceptual framework for this study may be constructed as depicted in Figure 1 based on the literature review (cámara Rodrigo, 2023; hasan etal., 2021; Kankam, 2022; Karia, 2018; Khan etal., 2019; 6 M. aBDUl-aZiZ ahMaD anD J. Jais Kusumadewi & Karyono, 2019; laurén, 2023; lyu et al., 2019; nordin et al., 2022; Papademetriou et al., 2022; sweis et al., 2018; tukamuhabwa etal., 2021; Vijaya & Rahayu, 2021; Yusriadi, 2021). 4. Methodology 4.1. Research design and population this study employed a quantitative technique, utilizing cross-sectional data collection to empirically evaluate the proposed model. large hotels operating within the Kurdistan region of iraq, specifically hotel managers were the focal point. these professionals are posited to possess robust knowledge concerning logistics resources, service quality perceptions, and sustainable competitive advantage within the hotel domain. in 2022, the region boasted 209 active hotels, offering a cumulative total of 23,341 rooms. as such, 209 questionnaires were disseminated to hotel managers across this geographical expanse. 4.2. Instrumentation the self-administered questionnaire was meticulously designed to capture the nuances of the study. it was comprised of four distinct segments. the first segment is the logistics resources scale, with 23 items spanning K&iR, hR, tR, and oR categories, anchored in previous scholarly works (ameen, 2022; aziz, 2017; Boonklum et al., 2020; evangelista et al., 2023; hasan et al., 2021; Kankam, 2022; Karia, 2018; Kök et al., 2020; lyu et al., 2019; Magova & Kessy, 2020; Mao et al., 2016; Meathawiroon & Wanarat, 2022; nieves & Quintana, 2018; nordin et al., 2022; Yusriadi, 2021). the second is the service quality scale, which contains 17 items gauging tangibles, reliability, responsiveness, assurance, empathy, and sensory aspects, informed by extant literature (al-gasawneh et al., 2021; al-Jaf et al., 2020; Kankam, 2022; louis, 2017; Mitropoulou & tsoulfas, 2021; njoroge, 2016; Papademetriou et al., 2022; sweis et al., 2018; Wijetunge, 2016). the third segment, the sustainable competitive advantage scale, consists of 23 items categorically divided into value, rarity, inimitability, and organizational support components (arachchige et al., 2021; hossain et al., 2021; Kim et al., 2015; Kök et al., 2020; Mahdi et al., 2019; njoroge, 2016; supriyadi, 2020; sweis etal., 2018; syarifuddin, 2017). the final section captures the demographics of the respondents, detailing their professional and personal particulars. 4.3. Pilot study and pre-testing Before the main study, a preliminary test was conducted to hone the survey instrument. this involved soliciting expert feedback from sectors spanning resource management, logistics, and tourism. the critiques and feedback ensured the refinement of statement articulation and question design, bolstering the survey’s overall reliability and validity. as part of this pilot phase, a subset of 20 questionnaires was Figure 1. Conceptual framework. cogent BUsiness & ManageMent 7 distributed, yielding 17 responses. these initial findings were instrumental in refining the instrument. the cronbach’s alpha scores for the variables affirmed the instrument’s reliability: while most latent variables manifested alpha values exceeding 0.7, operational resources, assurance, and sustainable competitive advantage recorded values surpassing 0.9 (george & Mallery, 2021). 4.4. Sampling technique the study adopted a stratified random sampling modality to represent the diverse hotel landscape of the Kurdistan region, specifically focusing on the cities of erbil, Duhok, and sulaymaniyah. Within this stratified approach, the predominant focus was on managers of large hotels, given their pivotal role in the industry. the advantage of such stratification is its prowess in reducing intra-group variance, thereby enhancing statistical precision. to maintain representation integrity, proportional allocation was employed, mirroring the prevalence of each subgroup in the region. to ascertain the optimal sample size, both the g*Power analysis and the Krejcie and Morgan (1970) table were considered. these methods recommended sample sizes of 89 and 136, respectively. however, factoring in potential sampling anomalies and non-responses, a decision was made to target the comprehensive population of 209. 4.5. Data collection and analysis throughout the survey’s deployment phase, 154 responses were received, translating to a 74% response rate. a thorough review of these submissions revealed two incomplete entries, leaving 152 valid responses (equating to a 73% usable rate) for subsequent analyses. For the analytical phase, the partial least squares (Pls) path modeling technique, a subset of structural equation modeling (seM), was chosen. this approach was deemed apt for dissecting both measurement and structural models, utilizing the 152 validated questionnaires (hair et al., 2019). the study’s target is to empirically investigate the factors that influence lsP hotels to maintain their competitive advantage in the hotel logistics industry of iraqi Kurdistan. in order to achieve this, the following supporting objectives are perceived: (1) examining the relationship between the hotel’s logistics resources (K&iR, hR, tR, and oR), service quality, and sustainable competitive advantage; (2) examining the effect of sQ and sca in lsP; and (3) examining the mediating impacts of sQ on the relationship among logistics resources and the hotel’s sustainable competitive advantage. 5. Findings according to hair et al. (2014), who suggested that a minimum sample size of 10–15 observations per latent variable is generally acceptable for Pls–seM. thus, with 10 latent variables, a sample size of 152 could be considered acceptable. the responses were classified into early and late responses, with 106 (69.74%) received within the first 6 weeks (30.26%) after. the independent sample t-test was used to identify non-response bias in the variables, and levene’s test for equality of variances yielded significance values above 0.05 (goss-sampson, 2019). the independent sample t-test revealed no significant differences between early and late response groups, indicating that the study did not suffer from non-response bias. Biases arising from single-source data were methodically treated. to mitigate potential biases, hotel managers were assured of confidentiality and the study’s educational intent. the expansion of scale items further aims at reducing single-source bias. harman’s single-factor test, a trusted technique for addressing such biases (Kock, 2020), was employed. the results demonstrated that neither a single factor nor a general factor predominated in the covariance of the measures. With only 35.409% of the variance attributed to a single factor, it was ascertained that biases from single-source data were effectively managed in this study. 5.1. Demographic results the demographics of respondent managers, including gender, age, educational level, managerial experience, job position, and number of permanent employees are detailed in table 1. 14 M. aBDUl-aZiZ ahMaD anD J. Jais the final proposed hypothesis stated in this research tested the mediating impact of sQ among lR and sca, and the results revealed that sQ successfully mediated the effects of lR on sca; other preceding research validated sQ’s mediating role (Fernandes etal., 2018; Kankam, 2022; Kusumadewi & Karyono, 2019; Phaxaisithidet & Banchuen, 2020; Vijaya & Rahayu, 2021; Yusriadi, 2021). therefore, hotels should improve sQ in the workplace to increase the impact of logistics resources on sca. Prior to this research, there had not been a similar investigation focusing on lR and sca in the Kurdistan region of iraq. in addition, the mediation effect of the sQ on the relationship between lR and sca was investigated. it highlighted the significance of lR and sQ in influencing and enhancing hotels’ sca. consequently, the findings of this research have practical ramifications for the iraqi-listed hotels, stakeholders, managers, and policymakers. in contrast, most studies have been conducted in developed nations, such as soosay and hyland (2004) in australia and singapore; Kimura (2005) in Japan; sakchutchawan et al. (2011) in the U.s.; and da Mota Pedrosa et al. (2015) in the UK. those studies found that knowledge and innovation have a positive effect on competitive advantage. however, this study found that knowledge and innovation have a negligible influence on sca. the study suggests that, in the context of iraq as a developing nation, factors such as knowledge and innovation may not have a significant impact on sca. in the Kurdistan region of iraq, the implementation level of logistics knowledge and innovation remains low and inconsistent. thus, the implications of this study’s findings for hotel managers in developing nations are practical. While formulating and implementing lR and sQ, policymakers in these nations, as well as in iraq and iraqi-listed hotels, can consider the findings of this study to increase sca. Furthermore, academics are relatively unfamiliar with lR, sca, and sQ in the context of developing nations such as iraq (arachchige etal., 2021; hassan etal., 2020; Kusumadewi & Karyono, 2019). Multiple researchers and studies have argued that more research is required on the lR, sca, and sQ (Kankam, 2022; Phaxaisithidet & Banchuen, 2020; Vijaya & Rahayu, 2021). thus, the findings of this study regarding lR and effective sQ explain how implementing lR and utilizing effective sQ are crucial for increasing sca in hotels in the region. the effective sQ positively mediated the relationship between lR and sustainable competitive advantage, as demonstrated by the results of this research. in addition, this study has practical implications for increasing sca in hotels. therefore, closing the gap in developing nations such as iraq. 7. Implications the previously mentioned findings have some implications for the sca of lsP firms in hotels in the Kurdistan region of iraq. these implications are discussed in three parts: theoretical implications, methodological implications, and practical implications. 7.1. Theoretical implications ensuring competitiveness requires lsPs in the hotel industry to focus on their logistics services. however, the literature on their sustainable competitive advantage remains underexplored. this research aims to enrich the discourse on service quality and sustainable competitive advantage within the hotel sector. While the concept of sustainable competitive advantage has garnered attention since the 1980s, as highlighted by Kök et al. (2020), there has been a notable lack of focus on logistics service providers. this research seeks to fill this gap by delving into the factors that drive the competitiveness of lsP hotels, referencing the works of scholars such as Phaxaisithidet and Banchuen (2020) and Meathawiroon and Wanarat (2022). Moreover, a survey of existing studies reveals a pronounced emphasis on resources and capabilities when discussing competitive advantage, often sidelining the role of knowledge and innovation resources. authors such as Karia (2018), Khan etal. (2019), Baia etal. (2020), and cámara Rodrigo (2023) have pursued this path. Recognizing this gap, the present study integrates these overlooked factors, shedding light on the role of innovation, as emphasized by aziz (2017), lambourdière et al. (2017), Kusumadewi and Karyono (2019), Vijaya and Rahayu (2021), and Meathawiroon and Wanarat (2022), in evaluating the sustainable competitive advantage of lsP hotels. cogent BUsiness & ManageMent 15 Building upon the resource-based theory (RBt), this research brings in the variables of knowledge and innovation resources, thereby refining the framework of competitive advantage. the incorporation of service quality as a mediator offers a nuanced understanding, advancing the application of resource-based theory within the logistics milieu. lastly, a unique aspect of this study is its exploration of the interrelationship between knowledge and innovation sources, service quality, and sustainable competitive advantage in the domain of lsP hotels. While the consensus from past studies indicates that knowledge and innovation can significantly bolster competitive advantage, the current findings suggest a muted impact in the context of lsP hotels. this observation becomes even more pronounced when juxtaposed with studies conducted in developed nations, such as those by soosay and hyland (2004) and Kimura (2005). notably, in the Kurdistan region, the implementation of logistics knowledge and innovation is found to be in its infancy. 7.2. Methodological implications the methodological significance of this study is evident in the creation of measurement items tailored to sustainable competitive advantage constructs in the hotel domain. these items, crafted after an extensive literature review, have undergone validation by experts well-versed in logistics disciplines. such contributions not only advance the field but also provide a foundation for future researchers, enabling them to delve into sustainable competitive advantage across various sectors using the proposed measurements. 7.3. Practical implications this study’s empirical outcomes carry noteworthy practical implications, offering a wealth of insights for industry professionals and stakeholders. By elucidating the various elements influencing competitive advantage in logistics, it becomes clear that logistics service providers (lsPs) can refine their management strategies and make more informed decisions in logistics and supply chain management. central to these findings is the realization of how imperative it is for managerial figures to allocate their resources in a manner that amplifies effectiveness. Furthermore, this study accentuates the managers’ perspective, focusing on strategies that yield superior services. this can be particularly potent when the strategies revolve around leveraging intangible assets—those that competitors might find challenging to replicate. on another note, while this research observed that knowledge and innovation sources might not have a profound impact on service quality directly, the underlying significance of both domains as pillars of competitive advantage cannot be sidelined. Previous investigations in diverse countries underscore this. thus, it’s pivotal for logistics service providers to strive to bolster their performance in these areas. approaches could encompass forging joint ventures with foreign hotel managers, rolling out innovation-centric policies, and venturing into acquiring advanced logistics technologies. in tandem with this, there’s a pressing need for hotels to channel investments into employee training programs, ensuring their workforce is equipped to adeptly manage cutting-edge logistics technologies. 8. Conclusion and limitations this research primarily endeavored to discern the mediating role of service quality in linking logistics resources (lR) to sustainable competitive advantage (sca) within the hotel industry of the Kurdistan region of iraq. the results gleaned from the study affirm that logistics resources, particularly human resources (hR), technological resources (tR), and organizational resources (oR), positively, and significantly influence sca. concurrently, these resources also significantly impact service quality. service quality was found to act as a mediator between logistics resources and sustainable competitive advantage, bridging the two. nevertheless, the study unearthed that knowledge and innovation resources (K&iR) did not exhibit a discernible impact on service quality. similarly, the relationship between assurance (asur) and sustainable competitive advantage remained unsupported by the empirical data. While the present research sheds 16 M. aBDUl-aZiZ ahMaD anD J. Jais light on these dynamics, it is imperative to approach these findings with a degree of circumspection. Future research endeavors should revisit these relationships with extended datasets, possibly providing a more nuanced understanding. the findings underscore the need for the Kurdistan region’s proactive governmental involvement and bolstered support. given the potential of the tourism industry to significantly influence economic dynamics, enhancing service quality to foster sustainable competitive advantage becomes paramount. this necessitates a dual focus: on the resources driving quality and on the quality itself. hence, the findings provide a clarion call for hoteliers and policymakers to prioritize service quality as a vital cog in the developmental machinery. however, the current study is not without its limitations. the applicability of its findings is confined predominantly to the hotel sector in the Kurdistan region. While this provides a deep dive into this specific sector, it remains narrow in its broader applicability. the cross-sectional nature of this research, combined with the relatively limited sample size, poses challenges in generalizing the findings across diverse organizational structures or across time. Future research endeavors might benefit from casting a wider net and incorporating other service sectors within the Kurdistan ambit, thus providing a more comprehensive perspective. additionally, considering the hotel industry’s inherent diversity, integrating control variables like hotel star ratings or size may provide richer insights. another potentially enlightening avenue could be to delve into the service quality perception chasm, if any, between guests and managers and its implications for hotel sca. overall, the study sheds light on how logistics resources, service quality, and sustainable competitive advantage interact in the Kurdistan hotel industry. Furthermore, it serves as a foundation, indicating the need for more detailed and specific research in this area. the study findings also add to the existing knowledge base and highlight potential avenues for future exploration and analysis in the field. Disclosure statement no potential conflict of interest was reported by the author(s). About the authors Mohammed Abdul-Aziz Ahmad a PhD candidate at Unit en, researches logistics resource management and hR management, with work in international journals. Juraifa Jais a senior lecturer at Unit en, focuses on work-life practices, workplace flexibility, and agility, with her publications in international refereed journals. ORCID Mohammed abdul-aziz ahmad http://orcid.org/0000-0003-1648-1139 Juraifa Jais http://orcid.org/0000-0001-8846-4747 References ahimbisibwe, a., omudang, s., tusiime, W., & tumuhairwe, R. (2016). information technology capability, adoption, logistics service quality and the performance of third party logistics providers. International Journal of Operations and Logistics Management, 5(1), 1–20. al-gasawneh, J. a., anuar, M. M., Dacko-Pikiewicz, Z., & saputra, J. (2021). the impact of customer relationship management dimensions on service quality. Polish Journal of Management Studies, 23(2), 24–41. https://doi.org/10.17512/ pjms.2021.23.2.02 ali, B. J., gardi, B., othman, B. J., ahmed, s. a., ismael, n. B., hamza, P. a., aziz, h. M., sabir, B. Y., sorguli, s., & anwar, g. (2021). hotel service quality: the impact of service quality on customer satisfaction in hospitality. International journal of engineering, business and Management, 5(3), 14–28. https://doi.org/10.22161/ijebm.5.3.2 al-Jaf, W., ahmed, Y., & Faeq, D. (2020). impact of hotel service quality on attracting tourist and achieving their loyalty: a case study of hotel industry in Kurdistan Region. The Arab Journal of Management, 40(4), 323–336. ameen, R. (2022). the impact of human resource management practices on achieving the competitive advantage of organizations. World Economics and Finance Bulletin, 14, 102–108. cogent BUsiness & ManageMent 17 arachchige, J. J. g., singh, D., & Weerasooriya, W. a. (2021). examining the relationship between competitive capability and perceived service quality in university libraries. Journal of the University Librarians Association of Sri Lanka, 24(1), 1–38. https://doi.org/10.4038/jula.v24i1.8042 arshad, a. M., & su, Q. (2015). interlinking service delivery innovation and service quality: a conceptual framework. Journal of Applied Business Research (JABR), 31(5), 1807–1822. https://doi.org/10.19030/jabr.v31i5.9393 aziz, Z. a. (2017). The relationship between resource, capability, innovation, logistics performance, and competitive advantage [Doctoral dissertation]. Universiti Malaysia Kelantan. Baia, e., Ferreira, J. J., & Rodrigues, R. (2020). Value and rareness of resources and capabilities as sources of competitive advantage and superior performance. Knowledge Management Research & Practice, 18(3), 249–262. https://doi. org/10.1080/14778238.2019.1599308 Bakirtzoglou, P., Vryoni, s., & ioannou, P. (2018). hotel spa managers’ perceptions of service quality in greece. Serbian Journal of Management, 13(2), 323–334. https://doi.org/10.5937/sjm13-13687 Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https:// doi.org/10.1177/014920639101700108 Barney, J. (1995). looking inside for competitive advantage. Academy of Management Perspectives, 9(4), 49–61. Retrieved from https://www.jstor.org/stable/4165288 https://doi.org/10.5465/ame.1995.9512032192 Barney, J., & clark, D. n. (2007). Resource-based theory: Creating and sustaining competitive advantage (1st ed.) oxford University Press. Boonklum, n., Rattanawiboonsom, V., & Khorchurklang, s. (2020). the relationship between resource and capability effects on the exporter’s competitive advantage: thai canned and processed seafood exporters. ABAC Journal, 40(4), 39–57. cámara Rodrigo, i. (2023). Firm resources and capabilities and their impact on sustainability: the case of iKea. chaniago, Y. M. Z., & Mudjiardjo, l. a. (2021). the effect of service difference and logistic service quality on competitive advantage and impact on marketing performance. International Journal of Innovative Science and Research Technology, 6, 917–924. chen, K. W., ouyang, Y., huang, Y. c., & lee, t. l. (2016). the study on the service quality and satisfaction of public hot spring hotels. International Journal of Organizational Innovation, 9(1), 187. cheraghalizadeh, R., & tümer, M. (2017). the effect of applied resources on competitive advantage in hotels: Mediation and moderation analysis. Journal of Hospitality and Tourism Management, 31, 265–272. https://doi. org/10.1016/j.jhtm.2017.04.001 chin, W. W. (1998). commentary: issues and opinion on structural equation modeling. MIS Quarterly, 22(1), 10. christopher, M. (2022). Logistics and supply chain management. Pearson. cohen, J. (1988). Statistical power analysis for the behavioral sciences (Second Edi). lawrence erlbaum associates, Publishers. da Mota Pedrosa, a., Blazevic, V., & Jasmand, c. (2015). logistics innovation development: a micro-level perspective. International Journal of Physical Distribution & Logistics Management, 45(4), 313–332. https://doi.org/10.1108/ iJPDlM-12-2014-0289 Dai, J., che, W., lim, J. J., & shou, Y. (2020). service innovation of cold chain logistics service providers: a multiple-case study in china. Industrial Marketing Management, 89, 143–156. https://doi.org/10.1016/j.indmarman.2019.08.002 evangelista, P., Kianto, a., hussinki, h., Vanhala, M., & nisula, a. M. (2023). Knowledge-based human resource management, logistics capability, and organizational performance in small Finnish logistics service providers. Logistics, 7(1), 12. https://doi.org/10.3390/logistics7010012 Fauzi, M. a. (2022). Partial least square structural equation modelling (Pls-seM) in knowledge management studies: Knowledge sharing in virtual communities. Knowledge Management and E-Learning: An International Journal, 14(1), 103–124. https://doi.org/10.34105/j.kmel.2022.14.007 Fernandes, D. W., Moori, R. g., & Vitorino Filho, V. a. (2018). logistic service quality as a mediator between logistics capabilities and customer satisfaction. Revista de Gestão, 25(4), 358–372. https://doi.org/10.1108/Rege-01-2018-0015 Fornell, c., & larcker, D. F. (1981). evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50. https://doi.org/10.1177/002224378101800104 george, D., & Mallery, P. (2021). IBM SPSS statistics 27 step by step: A simple guide and reference (17th ed.). Routledge. goss-sampson, M. (2019). statistical analysis in JasP: a guide for students. gupta, a., & singh, R. K. (2020). Managing operations by a logistics company for sustainable service quality: indian perspective. Management of Environmental Quality: An International Journal, 31(5), 1309–1327. https://doi. org/10.1108/MeQ-11-2019-0246 gupta, a., singh, R. K., & suri, P. K. (2018). sustainable service quality management by logistics service providers: an indian perspective. Global Business Review, 19(3_suppl), s130–s150. https://doi.org/10.1177/0972150918758098 hair, J. F., hult, g. t. M., Ringle, c. M., & sarstedt, M. (2014). A primer on partial least squares structural equation modeling (PLS-SEM). sage Publications. hair, J. F., hult, g. t. M., Ringle, c. M., & sarstedt, M. (2022). a primer on partial least squares structural equation modeling (Pls-seM). Sage publishing (3rd ed.). springer nature. hair, J. F., hult, g. t. M., Ringle, c. M., sarstedt, M., Danks, n. P., & Ray, s. (2021). Partial least squares structural equation modeling (Pls-seM) using R. Springer nature. 18 M. aBDUl-aZiZ ahMaD anD J. Jais hair, J. F., Jr, howard, M. c., & nitzl, c. (2020). assessing measurement model quality in Pls-seM using confirmatory composite analysis. Journal of Business Research, 109, 101–110. https://doi.org/10.1016/j.jbusres.2019.11.069 hair, J. F., Risher, J. J., sarstedt, M., & Ringle, c. M. (2019). When to use and how to report the results of Pls-seM. European Business Review, 31(1), 2–24. https://doi.org/10.1108/eBR-11-2018-0203 hasan, h., aziz, Z. a., & nordin, n. i. a. (2021). Resources and information technology towards operational performance in logistic firm. FKP Postgraduate Research Colloquium, 145–154. hassan, a. R., Mustafa, h. a., & ismael, g. a. (2020). the impact of tourism service quality in improving mental imagery: a study of tourism companies in erbil, Kurdistan Region of iraq. International Journal of Psychosocial Rehabilitation, 24(5), 2889–2900. https://doi.org/10.37200/iJPR/V24i5/PR201994 hossain, M. s., hussain, K., Kannan, s., & Kunju Raman nair, s. K. (2022). Determinants of sustainable competitive advantage from resource-based view: implications for hotel industry. Journal of Hospitality and Tourism Insights, 5(1), 79–98. https://doi.org/10.1108/Jhti-08-2020-0152 hossain, M. s., Kannan, s. n., & Raman nair, s. K. K. (2021). Factors influencing sustainable competitive advantage in the hospitality industry. Journal of Quality Assurance in Hospitality & Tourism, 22(6), 679–710. https://doi.org/10.108 0/1528008X.2020.1837049 hussain, a., Bilal, M., & shabbir, s. (2021). the mediating role of mobile banking between service quality and adaptive performance of Managers in sMes. Bulletin of Business and Economics (BBE), 10(2), 136–146. Kankam, g. (2022). innovative relationship marketing and service quality toward competitive advantage among ghanaian banks. Malaysian E Commerce Journal, 6(1), 36–43. https://doi.org/10.26480/mecj.01.2022.36.43 Karia, n. (2018). Knowledge resources, technology resources and competitive advantage of logistics service providers. Knowledge Management Research & Practice, 16(4), 451–463. https://doi.org/10.1080/14778238.2018.1521541 Karia, n. (2022). halal logistics: Practices, integration and performance of logistics service providers. Journal of Islamic Marketing, 13(1), 100–118. https://doi.org/10.1108/JiMa-08-2018-0132 Khan, s. Z., Yang, Q., & Waheed, a. (2019). investment in intangible resources and capabilities spurs sustainable competitive advantage and firm performance. Corporate Social Responsibility and Environmental Management, 26(2), 285–295. https://doi.org/10.1002/csr.1678 Khansa, h. a. M. e. e. D., sirwan, K., & salar, l. (2022). tourists attitude and perception toward rural tourism development. ProEnvironment Promediu, 15(50), 221–228. Kim, s. c., lee, J. s., & shin, K. i. (2015). the impact of project management assets on the VRio characteristics of PM process for competitive advantage. International Journal of Productivity and Quality Management, 15(2), 153–168. https://doi.org/10.1504/iJPQM.2015.067760 Kimura, t. (2005). logistics innovation through outsourcing. Japanese Economy, 33(3), 91–118. https://doi.org/10.2753/ Jes1097-203X320305 Kock, n. (2020). harman’s single factor test in Pls-seM: checking for common method bias. Data Analysis Perspectives Journal, 2(2), 1–6. Kök, g. t., ayaz, İ. s., & Kasapoğlu, e. B. (2020). analyzing competitive advantage factors of logistics service provides: a case study of iZMiR region. Mersin University Journal of Maritime Faculty, 2(2), 62–76. https://doi.org/10.47512/ meujmaf.808323 Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607–610. https://doi.org/10.1177/001316447003000308 Kukanja, M., & Planinc, t. (2018). influence of managers’ perceptions of quality on restaurant operational profitability: evidence from slovenian sMes. Tourism: An International Interdisciplinary Journal, 66(2), 115–120. Kusumadewi, R. n., & Karyono, o. (2019). impact of service quality and service innovations on competitive advantage in retailing. Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences, 2(2), 366–374. https://doi.org/10.33258/birci.v2i2.306 lambert, D. M., & stock, J. R. (1993). Strategic logistics management (Vol. 69). irwin. lambourdière, e., Rebolledo, c., & corbin, e. (2017). exploring sources of competitive advantage among logistics service providers in the americas. Supply Chain Forum: An International Journal, 18(1), 36–45. https://doi.org/10.10 80/16258312.2017.1283936 laurén, t. (2023). capabilities and competencies as a source of competitive advantage in a mature market. louis, K. D. (2017). Working Capital Management, Service Quality and Financial Performance of Hotels in Kampala [PhD dissertation]. Makerere University. lyu, g., chen, l., & huo, B. (2019). logistics resources, capabilities and operational performance: a contingency and configuration approach. Industrial Management & Data Systems, 119(2), 230–250. https://doi.org/10.1108/ iMDs-01-2018-0024 Magova, g. B., & Kessy, s. s. (2020). effects of human resources management practices on supply chain flexibility: evidence from tourist hotels in tanzania. Business Management Review, 23(1), 31–53. Mahdi, o. R., nassar, i. a., & almsafir, M. K. (2019). Knowledge management processes and sustainable competitive advantage: an empirical examination in private universities. Journal of Business Research, 94, 320–334. https://doi. org/10.1016/j.jbusres.2018.02.013 Mao, h., liu, s., Zhang, J., & Deng, Z. (2016). information technology resource, knowledge management capability, and competitive advantage: the moderating role of resource commitment. International Journal of Information Management, 36(6), 1062–1074. https://doi.org/10.1016/j.ijinfomgt.2016.07.001 cogent BUsiness & ManageMent 19 Meathawiroon, c., & Wanarat, s. (2022). creating a competitive advantage for logistics service providers in thailand by chanchai Meathawiroon and sawat Wanarat through the application of logistics service capability, total quality management, and innovation. Kasetsart Applied Business Journal, 16(25), 103–125. Memon, M. a., cheah, J.-h., Ramayah, t., ting, h., & chuah, F. (2018). Mediation analysis issues and recommendations. Journal of Applied Structural Equation Modeling, 2(1), i–ix. https://doi.org/10.47263/JaseM.2(1)01 Mitropoulou, a. D., & tsoulfas, g. t. (2021). Using a modified seRVQUal approach to assess the quality of supply chain services in greek online supermarkets. Logistics, 5(4), 69. https://doi.org/10.3390/logistics5040069 Muriithi, R., ngari, J. M., & Mwangi, Z. M. (2023). technology orientation and sustained competitive advantage in star rated hotels in Kenya. The University Journal, 5(1), 131–142. https://doi.org/10.59952/tuj.v5i1.136 nieves, J., & Quintana, a. (2018). human resource practices and innovation in the hotel industry: the mediating role of human capital. Tourism and Hospitality Research, 18(1), 72–83. https://doi.org/10.1177/1467358415624137 njoroge, K. n. (2016). effect of service Quality on sustainable competitive advantage in the Mobile telecommunications industry in nairobi county [Doctoral dissertation]. United states, international University-africa. nordin, n. i. a., nordin, n. h., nordin, n. n., abdul aziz, Z., & hasan, h. (2022). effect of information technology to resources and operational performance in logistics service provider (lsP). in International Conference on Entrepreneurship, Business and Technology (pp. 299–311). springer nature singapore. https://doi.org/10.1007/978-981-99-2337-3_26 ofori, D., & appiah-nimo, c. (2022). Relationship management, competitive advantage and performance of hotels: a resource-based view. Journal of African Business, 23(3), 712–730. https://doi.org/10.1080/15228916.2021.1924573 Özbağ, g. K., & arslan, o. (2020). a resource-based theory perspective of logistics. in Handbook of research on the applications of international transportation and logistics for world trade (pp. 195–209). igi global. https://doi. org/10.4018/978-1-7998-1397-2.ch011 Papademetriou, c., anastasiadou, s. D., & Konteos, g. (2022). the effect of human resource management practices on the quality of service, customer satisfaction, and organizational performance in cypriot Urban hotel industry. CEUR Workshop Proceedings, 3293, 342–352. Parasuraman, a., Zeithaml, V. a., & Berry, l. l. (1985). a conceptual model of service quality and its implications for future research. Journal of Marketing, 49(4), 41–50. https://doi.org/10.1177/002224298504900403 Pengman, h., Melan, M., & hanan, s. a. (2022). a review on the role of logistics service providers in global supply chain towards competitive advantage [Paper presentation]. aiP conference Proceedings [Paper presentation]. in (Vol. 2644, no. 1, p. 030014). aiP Publishing llc. https://doi.org/10.1063/5.0104078 Peteraf, M. a. (1993). the cornerstones of competitive advantage: a resource‐based view. Strategic Management Journal, 14(3), 179–191. https://doi.org/10.1002/smj.4250140303 Phaxaisithidet, t., & Banchuen, P. (2020). the influence of logistics flexibility and logistics service quality on competitive advantage of logistics service users in special economic zone, lao PDR. Message from the President of Suan Sunandha Rajabhat University, 59–72. sakchutchawan, s., hong, P. c., callaway, s. K., & Kunnathur, a. (2011). innovation and competitive advantage: Model and implementation for global logistics. International Business Research, 4(3), 10–21. https://doi.org/10.5539/ibr.v4n3p10 sarstedt, M., Ringle, c. M., & hair, J. F. (2021). Partial least squares structural equation modeling. Handbook of market research (pp. 587–632). springer international Publishing. soosay, c. a., & hyland, P. W. (2004). Driving innovation in logistics: case studies in distribution centres. Creativity and Innovation Management, 13(1), 41–51. https://doi.org/10.1111/j.1467-8691.2004.00292.x sugiarno, Y., & novita, D. (2022). Resources-Based View (RBV) as a strategy of company competitive advantage: a literature Review. in international conference on economics Business Management and accounting, (icoeMa) (Vol. 1, pp. 656–666). sugiono, a., Masykuroh, e., sungkawati, e., setyadjit, s., Dahliani, l., Yustina, i., Yogopriyatno, J., & hermawati, i. (2023). Developing model of logistics capability, supply chain policy on logistics integration and competitive advantage of sMes. Uncertain Supply Chain Management, 11(3), 1009–1018. https://doi.org/10.5267/j. uscm.2023.4.021 suleiman, s., & abdulkadir, Y. (2022). Partial least square structural equation modelling (Pls-seM) of patient satisfaction on service quality in Katsina Public hospitals. Asian Journal of Probability and Statistics, 17(3), 49–60. https:// doi.org/10.9734/ajpas/2022/v17i330426 supriyadi. (2020). strategic sustainable competitive advantages of firms performance. International Journal of Business and Management Invention (IJBMI), 9(3), 25–37. sweis, R. J., elian, M., alawneh, a. R., & sweis, n. J. (2018). the impact of service quality on sustainable competitive advantage: study on Jordanian health insurance companies. International Journal of Business Excellence, 16(2), 162– 176. https://doi.org/10.1504/iJBeX.2018.10015929 syarifuddin, D. (2017). competitive advantage on hotel industry in Pekanbaru. Internasional Business Management, 11(2), 397–406. takwi, F. M., & Mavis, a. a. (2020). the effects of logistic management on enterprise performance: a case of gas depot atem in Yaounde cameroon. American Journal of Operations Management and Information Systems, 5(3), 41–48. https://doi.org/10.11648/j.ajomis.20200503.12 taniyev, a., Qo’ziboyev, B., & shukurov, i. (2023). the importance of economy in service sector of Uzbekistan. Best Journal of Innovation in Science, Research and Development, 2(4), 22–27. 20 M. aBDUl-aZiZ ahMaD anD J. Jais tukamuhabwa, B., Mutebi, h., & Kyomuhendo, R. (2021). competitive advantage in sMes: effect of supply chain management practices, logistics capabilities and logistics integration in a developing country. Journal of Business and Socio-Economic Development, 3(4), 353–371. https://doi.org/10.1108/JBseD-04-2021-0051 Vijaya, a. P., & Rahayu, M. (2021). the effect of product innovation and service quality on competitive advantage mediated by company image (study at Pt. toYota astra Motor in Malang Raya). International Journal of Business, Economics and Law, 24(4), 148–154. Waters, D. (2021). logistics an introduction to supply chain management. Palgrave Macmillan. Wernerfelt, B. (1984). a resource view based of the firm. Strategic Management Journal, 5(2), 171–180. Retrieved from http://links.jstor.org/sici?sici=0143-2095%28198404/06%295%3a2%3c171%3aaRVotF%3e2.0.co%3B2-l%0a https://doi.org/10.1002/smj.4250050207 Wijetunge, W. a. D. s. (2016). service quality, competitive advantage and business performance in service providing sMes in sri lanka. International Journal of Scientific and Research Publications, 6(7), 720–728. Yu, K., cadeaux, J., & song, h. (2017). Flexibility and quality in logistics and relationships. Industrial Marketing Management, 62, 211–225. https://doi.org/10.1016/j.indmarman.2016.09.004 Yusriadi, Y. (2021). the influence of human Resources and infrastructure on service Process and service Quality. Proceedings of the International Conference on Industrial Engineering and Operations Management, 3305. https://doi. org/10.31219/osf.io/4k6wn Appendix Questionnaire survey. Questionnaire survey no study variables Measurement items source Logistics resources 1. Knowledge and innovation sources 1We follow all kinds of logistics related innovations. K&iR1 Mao et al. (2016); aziz (2017); nieves and Quintana (2018); singjai et al. (2018); Meathawiroon and Wanarat (2022); Kankam (2022); evangelista et al. (2023) 2We adapt the innovations related to logistics to our business. K&iR2 3We are a business that applies firsts the logistics decisions. K&iR3 4We have the ability to develop new logistics services (using recycled materials and meeting the wishes of customers). K&iR4 5Logistics employees can solve the problems encountered in the shortest time. K&iR5 2. Human resources 1We have a sufficient number of employees to carry out logistics activities. HR1 Mao et al. (2016); nieves and Quintana (2018); singjai, Winata, and Kummer (2018); Magova and Kessy (2020); Boonklum et al. (2020); supriyadi (2020); Hasan et al. (2021); nordin et al. (2022); ameen (2022) 2our employees have the necessary qualifications and skills for logistics activities. HR2 3there is a positive cycle among employers, employees, and customers. HR3 4our hotel provides compulsory training to upgrade performance of employees. HR4 5the training plan of our hotel includes training needs, goals, and objectives. HR5 3. technological resources 1We have the necessary technology (internet, smart room keys, etc.) for logistics. tR1 Mao et al. (2016); nieves and Quintana (2018); Hasan et al. (2021); Hossain etal. (2021); nordin et al. (2022); Muriithi et al. (2023) 2automation programs (Fidelio, opera, etc.) are used in our hotel. tR2 3in our hotel, we use management information systems (eRP, warehouse management, transportation management, eDi, return management, etc). tR3 4We have enough computers for logistics. tR4 (Continued) cogent BUsiness & ManageMent 21 Questionnaire survey no study variables Measurement items source 5Computer software used for logistics in our hotel is up-to-date software. tR5 6our hotel keeps pace with the technological development in collecting information on logistical activities. tR6 7all units in our hotel participate in the collection of information related to logistics activities. tR7 4. operational resources 1We have enough storage space for logistical activities. oR1 aziz (2017); Hasan et al. (2021); Kök et al. (2020); nordin et al. (2022) 2there are all kinds of tools (transportation vehicles, cabinets, shelves, etc.) in our warehouses used in logistics activities. oR2 3Deliveries are fast in our business. oR3 4Logistics activities are supported by team work in our business. oR4 5We have the financial resources necessary for logistics activities. oR5 6in our logistics activities, there is coordination (performing the operations such as supply, storage, transportation in harmony). oR6 service quality 1. tangibles njoroge (2016); Wijetunge (2016); Louis (2017); sweis et al. (2018); al-Jaf et al. (2020); al-gasawneh et al. (2021); Mitropoulou and tsoulfas (2021); Papademetriou et al. (2022); Kankam (2022) 1our hotel has up-to-date facilities. tan1 2our hotel building and its decorations are very attractive. tan2 3our hotel employees are well dressed and appear neat. tan3 2. Reliability 1our promises to our customers are honest and implemented in a timely manner. Rel1 2our hotel keeps its records accurately. Rel2 3our hotel provides its services at the time it promises to do so. Rel3 3. Responsiveness 1our hotel’s does tell customers are informed of the exact dates of service provision. Resp1 2our hotel staffs are always willing to help customers. Resp2 3our hotel’s employees respond to customer requests promptly. Resp3 4. assurance 1We have high confidence in our hotel staff. asur1 2our hotel employees know well their jobs to help customers. asur2 3our hotel gives adequate support to its employees for the purpose of raising their level of performance. asur3 5. empathy 1our hotel staff is familiar with the requirements and needs of all customers. emp1 2our hotel staff takes into account the interests of customers in the type of service. emp2 3our hotel has operating hours convenient to all their customers. emp3 6. sensory 1our hotel serves quality food with a high degree of excellence in its presentation. sen1 2our hotel’s fresh food is served consistently and with an uncommon degree of visual appeal and delicacy. sen2 sustainable competitive advantage Appendix Table 1. Continued. (Continued) 22 M. aBDUl-aZiZ ahMaD anD J. Jais Questionnaire survey no study variables Measurement items source 1. Value Kim et al. (2015); njoroge (2016); syarifuddin (2017); sweis etal. (2018); Mahdi et al. (2019); Kök et al. (2020); supriyadi (2020); arachchige et al. (2021); Hossain et al. (2021) 1our hotel services have a high level of performance. sCa1 2our hotel responds effectively to the ever-changing demands of our customers. sCa2 3our hotel is able to quickly handle customer complaints. sCa3 4the profits of our hotel have increased for the years from 2017 to the end of 2019. sCa4 5the revenues of our hotel are better compared to competing hotels. sCa5 6the reputation and position of our hotel in the market has improved over the past three years. sCa6 7our hotel has better advantages over competing hotels over the past three years. sCa7 2. Rarity 1our hotel services to customers are distinguished. sCa1 2our hotel has unique resources and capabilities that enable it to compete with competitors. sCa2 3our hotel staff has an outstanding skill to satisfy customers. sCa3 4our hotel uses rare techniques in customer service. sCa4 5the nature of the services provided to customers is different from other hotels with the same level of stars. sCa5 3. inimitability 1our hotel has a historical nature. sCa1 2it is not possible to imitate the history of our hotel. sCa2 3the organizational culture of our hotel differs from other hotels. sCa3 4our hotel’s organizational culture is better than the competitors at the same level of stars. sCa4 5the technology used in our hotel is hard to imitate. sCa5 6the technology used in our hotel when providing services is better than other hotels with the same level of stars. sCa6 4. organizational support 1the top management in our hotel supports the employees. sCa1 2the senior management of our hotel is keen on training and developing its employees. sCa2 3our hotel has a better organizational structure than other hotels of the same star level. sCa3 4the control system in our hotel is better than the competitors. sCa4 5there is a reward system in our hotel to encourage innovators and creative employees. sCa5 Appendix Table 1. Continued.