Innovation Capability and the Feeling of Being an Innovative Organization

  • Marta Zárraga-RodríguezEmail author
  • M. Jesús Álvarez
Part of the Lecture Notes in Management and Industrial Engineering book series (LNMIE)


Companies today compete in a turbulent global environment characterized by considerable technological advance and a knowledge-based economy, and the basis for sustainable competitive advantage has shifted to innovation. Given that a capability is a source of competitive advantage under the Resource Based View (RBV) theory, the development of an innovation capability is a critical factor for success. The aim of this paper is to explore the degree to which certain companies have developed this innovation capability. We also explore the relationship between innovation capability and the feeling of being an innovative organization. Spain is no longer cost competitive, and this fact makes innovation a top priority for the tourism sector. In light of this state of affairs, the study focuses on Spanish hotels because it is expected that such companies have developed this innovation capability.


Innovation capability Innovation practices RBV Hotels 


  1. Abrunhosa A, Sá PM (2007) Are TQM principles supporting innovation in the Portuguese footwear industry? Technovation 28(2008):208–211Google Scholar
  2. Agarwal S, Erramilli MK, Dev CS (2003) Market orientation and performance in service firms: role of innovation. J Serv Mark 17(1):68–82CrossRefGoogle Scholar
  3. Ashurst C, Doherty NF, Peppard J (2008) Improving the impact of IT development projects: the benefits realization capability model. Eur J Inf Syst 17:352–370CrossRefGoogle Scholar
  4. Börjesson S, Elmquist M (2011) Developing innovation capabilities: a longitudinal study of a project at Volvo cars. Creativity Innov Manag 20(3):171–184CrossRefGoogle Scholar
  5. Camison C, Monfort-Mir VM (2011) Measuring innovation in tourism from the Schumpeterian and the dynamic-capabilities perspectives. Tour Manag 33(2012):776–789Google Scholar
  6. Hair JF Jr, Anderson RE, Tatham RL (1987) Multivariate analysis, 2nd edn. Macmillan, New YorkGoogle Scholar
  7. Hjalager AM (2009) A review of innovation research in tourism. Tour Manag 31(2010):1–12Google Scholar
  8. Hoang DT, Igel B, Laosirihongthong T (2006) The impact of total quality management on innovation: findings from a developing country. Int J Qual Reliab Manag 23(9):1092–1117CrossRefGoogle Scholar
  9. Hu MLM, Horng JS, Sun YHC (2008) Hospitality teams: knowledge sharing and service innovation performance. Tour Manag 30(2009):41–50Google Scholar
  10. Lawson B, Samson D (2001) Developing innovation capability in organizations: a dynamic capabilities approach. J Innov Manag 5(3):377–400CrossRefGoogle Scholar
  11. Ooi KB, Lin B, The PL, Chong AYL (2012) Does TQM support innovation performance in Malaysia’s manufacturing industry? J Bus Econ Manag 13(2):366–393CrossRefGoogle Scholar
  12. Orfila-Sintes F, Mattsson J (2007) Innovation behavior in the hotel industry. Omega 37(2009):380–394Google Scholar
  13. Peppard J, Ward J (2004) Beyond strategic information systems: towards an IS capability. J Strat Inf Syst 13:167–194CrossRefGoogle Scholar
  14. Prajogo D, Sohal AS (2002) The relationship between TQM practices, quality performance, and innovation performance. Int J Qual Reliab Manag 20(8):901–918CrossRefGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2015

Authors and Affiliations

  • Marta Zárraga-Rodríguez
    • 1
    Email author
  • M. Jesús Álvarez
    • 2
  1. 1.ISSA-School of Management AssistantsUniversidad de NavarraPamplonaSpain
  2. 2.TECNUNUniversidad de NavarraSan SebastianSpain

Personalised recommendations