Đổi mới sáng tạo sản phẩm và quy trình trong ngành khách sạn tại việt nam tt tiếng anh

 

1
CHAPTER 1: INTRODUCTION

1.1. Rationales
Innovation – as an expression of human creativity and lateral thingking – is not the
result of economic development, but rather the source of sustainable economic and social
progress (Collins and Fahy, 2011). Baden-Fuller and Stopford (1994) even indicate
innovation as the path to sustain competitive advantage and to rejuvenate mature business.
One of the economic sectors to which innovation brough a particularly significant
contribution is tourism. In fact, over the course of history, tourism demonstrated immense
innovativeness (Hjalager, 2010). One sector of toursism value chain, which is
particularly open to innovations, is the hotel industry (Gabriela, 2013). In an era of
globalization, technological evolution and stagnating tourism demand, competiion in the
hotel industry has become fierce (Tseng và cộng sự, 2008). Although innovation is one of
the main determinants of compettion sector. The tourism industry depend on innovation
for achieving lower costs and higher quality outputs (Ottenbacher và Gnoth, 2005; Chadee
và Mattsson, 1996), such as improved services and products, environmental issues,
informantion and communication technologies (ICT) interaction.
Although the research on innovation in the tourism industry in general and the
hotel in particular has had a great effort in the past time, due to tourism is a young
research area in which only in early 70-ies of last century, hotel products are services,
meanwhite, research on innovation in services is also relatively young. Hotels are the
basic tourism receptive units and one of the most important segments of the tourism offer,
until now the study of hotel innovation still has three limitations following:
First, research on innovation is not systematic, limitations on empirical research. Hotel
innovation is primarily studied in cases, the number of empirical studies is very small to have
a significant impact on management practices and is not extensive compared to research on
innovation in other sectors (Hall và Williams, 2008; Hall, 2009; Hjalager, 2010; Gabriela,
2013). Much of the research content has yet to reach consensus (Gabriela, 2013).

Second, there is a lack of research on product and process innovation. Third, the
hotel sector has been associated with negative effects on the environment through the
consumption of natural resources, the generation of greenhouse gases, and waste
production (Alzboun, Khawaldah, Backman, & Moore, 2016). In the face of social and
stakeholder pressures, hotel managers are difficult to find solutions that could meet a
growing market segment who want to pay for the green hotel while they try to control
operating costs of their hotels (Rodríguez-Anton và cộng sự, 2012). So innovation to
protect the environment and sustainable development is the trend of the current hotel but
very few studies mention this content.
Next, in Vietnam, environmental protection activities are increasingly focused,
awareness of consumers is increasing and green consumption trend is spreading in the

 

2

community. Vietnam’s tourism and hotel industry has had strong changes to global
integration. To integrate with the development trend of world tourism and to meet the
needs and consumption trends of tourists, hotels need to be transformed more strongly by
having to innovate. According to my knowledge, there has been no research on this content
in this industry in Vietnam.
Stemming from the above reasons, the author chooses the topic "product and
process innovation in Vietnam’s hotel industry", on the one hand, adding to the
research gap on service innovation and tourism field, on the other hand, contributing to
practicalbility in the local and regional context.
1.2. Research objective and questions
The objective of this research is to build an integrative model linking knowledge
green procduct and green process innovation determinants, green product and process
innovation and performance of Vietnam hotels and test that model in Vietnam. Special
research questions are:

1. What is the current status of green product and green process in Vietnam’s hotels?
2. What factors determine a green product and green process innovation in hotels?
the degree of impact of each factor?
3. How does a green product and green process innovation affect its performance?
4. Is the green product and green process innovation different in differnct types of
Vietnam hotels?
5. What measures can Vietnam’s hotels take to improve their green product and green
process innovation?
1.3. Research subject and scope
Research subject
Research Content
+ Research only product and process innovation (2 of the 4 types of innovation)
defined by OECD (2005).
+ Only interested in green innovation (to protect the environment and sustainable
development in the supply of hotel products).
Research scope and space
3 to 5 star hotels are not in the chain in Vietnam.
Duaration time of the study
Data is collected for the period 2016 - 2018 and recommendations for the next 5 years.
1.4. Definition of key term
Innovation, product innovation, process innovation, hotel.
1.5. Research methodology
This research uses both quantitative and qualitative mthods in order to get both the
coverage and deep understanding of green procduct and green process innovation in
Vietnam hotels. Combining both of these methods can help to narrow the methodological


 

3

research gap. The research proceeded through five steps: (1) review literature, (2)
research context examination, (3) qualitative research, (4) empirical survey, (5) results
and implications.
1.6. New contributions of the study
Theoritical contributions
First, the thesis has systematized the knowledge of innovation in general and green
innovation in particular in the tourism and hotel industry, provides insight into the green
innovation process in hotels in Vietnam. Second, in the service industry, product and
process innovation has many different perspectives, on the one hand they integrate with
each other, on the other hand they are completely independent like in the manufacturing
industry. The thesis describes the differences between these two types of innovation,
reinforcing the proof of the independence of each type in the hotel industry in particular
and services in general. Third, building and testing a new integrative model linking
knowledge green procduct and green process innovation determinants, green product and
process innovation and performance of Vietnam hotels which takes into account the
moderate effects of contextual factors in the hotel sector. Qualitative research with
managers has confirmed the suitability of the theoretical model to Vietnamese context.
Fourth, through collecting primary data, the topic creates a new data system of green
innovation in the hotel industry. The results of this research contribute to a general
understanding of innovation and the factors that influence hotel innovation - a type of
specific service business in transition economies.
Practical contributions
Provide a current picture of the hotel industry in Vietnam and innovation on the
tourism and hospitality sectors; provide information on green consumption trends in the
tourism industry and the status of green product and green processes innovation in
Vietnam's hospitality industry; provide a new data set; compare the difference in green
product and green process innovation among hotel types, categories and ownerships;
offer solutions to help hotels in Vietnam conduct suitable creative ideas to improve
business efficiency and policy recommendations to create an environment for promoting

creativity in hotels in particular, in businesses in general.
1.7. Structure of the thesis
The thesis comprises of seven chapters, including this Introduction chapter.
Chapter 2 reviews literature on innovation, which serves as the theoractical foundation
for the studying of innovation in tourism and hotel; theoretical perspective in innovation
research; reviews specific literature on innovation in tourism and hotel to build a
conceptual. Chapter 3 findings research gap and builts a conceptual model and produce
a number of hypotheses. Chapter 4 provides back ground information on Vietnam hotel
industry. Chapter 5 describes the research methodology. Chapter 6 presents research result.
Chapter 7 compares the result of the study with the literature, discusses their implications.

 

4
CHAPTER 2: THEORETICAL FOUNDATION

2.1. Overview research on innovation
2.1.1 Definition of innovation
Research on innovation began in the middle of the twentieth century, so far, many
concepts have been proposed, such as Schumpeter (1934) ,Thompson Crow (1965),
Zaltman và cộng sự (1973), Kimberly (1981), Drucker (1985), Ven và cộng sự (1986),
Damanpour (1996), Ủy ban Châu Âu (1995), Rogers (2003).
2.1.1.1. Dimentions of innovation concept
Ram et al (2010) pointed five broad dimensions in which the concept of innovation
is defined and discussed. Each dimension is discussed as following: (1) Innovation as
something new, (2) Innovation as a conduit of change, (3) Innovation as a process, (4)
Innovation as a value driver, (5) Innovation as invention.
2.1.1.2. The “essences” of innovation
Bareghenh et al (2009) indicated 6 essences that are "embedded" in these definitions,
including: (1) nature of innmovation, (2) types of innovation, (3) stage of innovation, (4) social

context of innovation, (5) means of innovation and (6) aim of innovation.
2.1.1.3. Definition of innovation according to OECD standard
“An innovation is the implementation of a new or significantly improved
product (good or service), or process, a new marketing method, or a new organisational
method inbusiness practices, workplace organisation or external relations”. (OECD, 2005, p.46).
2.1.1.4. The "new" essence in innovation according to OECD standards
The main point of innovation is to do something new. The novelty of Innovation
based on the OECD standard is expressed in one of the following three aspects: (1) new to
firm, (2) new to market and (3) new to the world.
Two concepts related to the level of innovation include: “radical innovation" and
“incremental innovation”. Radical and incremental innovation show novelty at two different
poles, one is high and other is low. The innovations is between these two gaps are called really
new innovation by García and Calantone (2002). These are moderate innovations.
2.1.2. Types of innovation
There are many differen ways to classify innovations. OECD (2005) relies on
firm’s activities to divide innovation into four categories: product inovation, process
innovation, marketing innovation and organisational innovation.
“A product innovation isthe introduction of a good or service that is new or
significantly improved with respect to its characteristics or intended uses. This includes significant
improvements in technical specifications, components and materials, incorporated software, user
friendliness or other functional characteristics.” (OECD, tr. 48)
“A process innovation is the implementation of a new or significantly improved
production or delivery method. This includes significant changes in techniques,
equipment and/or software” (OECD, 2005, tr. 49).


 

5

2.2. Industry innovation system
2.3. Literature review on tourism innovation
2.3.1. The importance of innovation in tourism
Among the various sub-sectors of the global economy, tourism is one of the most
competitive service industries and the extraordinary growth of tourism in the past few
decades has always been accompanied by fierce competition (Backman và cộng sự, 2017;
Cirstea, 2014; Vodeb, 2012). Therefore, innovation is the optimal coping mechanism for
fierce competition as well as satisfying the ever-changing needs of tourists to achieve
sustainable growth for businesses in the tourism field (OECD, 2008; Simonceska, 2012).
The importance of innovation in tourism is multidimensional. A new innovative
tourism product that brings high added value. Increasing the ability to innovate, tourism
suppliers can become monopolizing. Tourism destinations are forced to plan and
implement an innovative approach to attract potential customers (Santos, 2014). In this
way, a destination begins to provide travel experiences that were previously unavailable.
This helps suppliers gain a comparative advantage over competitors.
2.3.2. The researches on innovation in tourism to date
Literature review on tourism innovation, scholars focus on three major issues: (1)
research contributing to the development of theory of innovation in tourism, (2) research
innovation at the regional and destination level, (3) research innovation at the enterprise level.
2.3.3. Classification of innovation in tourism
Hjalager (2010) identified five main categories of innovation:
(1) Product or service inovations are changes which are perceptible to tourists and
which are generated either by destination managers or by enterprises operating in the
field of tourism. (2) Process innovation is generally implemented in the back office of
service to improve productivity and business efficiency. (3) Managerial innovation refers
to new ways of organizing and directing internal and external resources. (4) Marketing
innovation includes new ways of marketing. This innovation play vital role in the
relationship between service providers and customers, as they determine the
organization’s market orientation and notoriety…(5) Institutional or management
innovation refers to the structure or legal framework through which tourist services are

provided and consumed. Such alliances, social tourism organizations, networks of
accommodation providers…
2.4. Literature review on hotel innovation
2.4.1. Features of hotel innovation
According to Allegro and de Graaf (2008), in the hotel industry, the most
innovative ideas come from those, who have an outsider’s perspective looking at the
operation and they do not restricted by existing practices. Konovalova and
Jatuliavicienne (2015) show that hotel innovation is more affected by external
environmental movements than from internal impacts. Therefore, the development of

 

6

innovation needs through interaction with actors that may not be directly related to
tourism industry (Hjalager, 2002).
Product of hotel is service. Every attribute of hotel product is considered in
innovative activities. The intangible and tangible components of products are services that
are highly correlated in the hospitality industry. This means that both properties depend on
each other when integrated into the service delivery process and influence the process that
hotels provide services to guests.
2.4.2. Product innovation in hotel
Product innovation refers to two aspects of introducing new products and improving
existing products (Chang et al, 2012; Polder et al, 2010). Product innovation can include design
changes that lead to important changes in the use or features of a product (OECD, 2005).
These hotels were started to provide a low-price service without
compromising essential and basic hotel standards such as accessibility, cleanliness, and
comfortable beds (Hall & Williams, 2008). Later, as illustrated by Reiwoldt (2006), a
diversification of the mainly small-scale accommodation sector has occurred through
design and niche hotels as a way to create a sensuous atmosphere, illusions and aesthetics

which are important ingredients in the product on a footing with functional attributes. Some
studies in the hotel sector refer to single qualities of the hotel services as innovative, for
example gastronomy, animation, infrastructure, or wellness facilities (Jacob et al, 2003;
Pikkemaat, 2008), customised comfort (Enz & Siguaw, 2003) or environmental measures (Le
et al, 2006).
2.4.3. Process innovation in hotel
This type of innovation refers to the application of new or greatly improved methods
in the manufacture, supply of products and services; applying new or greatly improved
approaches to logistics, distribution or delivery of materials and products; introducing new
or greatly improved supplementary activities (e.g. maintenance systems, procurement,
accounting). Process innovation can be the foundation to improve services to attract new
customers, increase loyalty of customers and help increase the value of products.
Restaurant kitchens offer many examples of intensive process innovations. The
application of food service technologies embraces faster and better preparation methods,
energy and labour savings, waste reduction, better sanitation, faster service and higher
flexibility (Rogers, 2007)
2.4.4. The relationship between product and process innovation in the hotels
The relationship between product and process innovation within a company is seen
in the specialist literature from two opposing views (Damanpour, 2010): the distinctive
view, which considers that both kinds of innovation are independent, and the integrative
view, which assumes the existence of complementarities between the two kinds of
innovation. Guisado-González et al (2014) pointed that that each of the two types of
innovation is independent.


 

7

2.4.5. Green product and process innovation in hotel

Terminology for product and process innovation towards ‘green’ element (abbreviate
as green product and process innovation) refer to product and process innovations help reduce
negative environmental impacts through the consumption of natural resources, creating
greenhouse gases and producing waste. These type of innovation create various
environmental initiatives that reduce energy consumption, water and waste output in order to
make a positive contribution to protect the hotel environment.
2.4.6. Innovative trends in the hotel industry
According to the literature review, in the development stages of the hospitality
industry, hotel innovation often focuses on the following aspects: (1) application of
information technology to innovate hotel’s products, processes, and marketing, (2)
organizational innovation and emergence of business models, new types of hot, (3) other
innovations such as customizing service for guests, designing themed products, adapting
to environmental protection activities…
2.4.7. Empirical studies on hotel innovation to date
First, several studies identify important procedures for hotel innovation
development such as the work of Ottenbacher and Harrington (2007). Second, researches
focus on developing one or several types of hotel innovation such as the works of OrflaSintes and Mattsson (2009), Ottenbacher (2007). Third, testing factors that can create hotel
innovation, for example Hjalager (2002), Ottenbacher and Gnoth (2005), Ottenbacher
(2007). The impact of innovation on organizational performance is also studied
individually or integrated into the above research lines. Previous typical studies are
summarized in table 3.1 to 3.3. The topic of this thesis will focus on the third research line.
CHAPTER 3: CONCEPTUAPL MODEL AND HYPOTHESES
3.1 Research gap, 3.2. Theoretical perspective and 3.3. Research proposal
From the analysis of the features and the innovation process that takes place in the
hotel and literature review on tourism innovation, it appears that network, cooperation
with external organizations play a important role and occupy a special position than
businesses in other industries. Research on green product and process innovation in the
hospitality industry is very essential. Green innovation is currently one of the outstanding
directions of the industry but very few scholars are interested in this field of research.
However, this research area is still very few scholars interested in. Studies have often not

considered innovation in a specific theoretical perspective. The search for a background
theory to investigate the content of this thesis is essential to both increase reliability and
add the research gap above. Therefore, based on the two theories that are network and
absorption capacity, I propose a research on the impact of these two factors on green
product and process innovation and test the impact of green product and process
innovation on hotel performance.

8

 

3.4. Hypotheses
3.4.1. Network and innovation
3.4.1.1. Concept and essential components in network
3.4.1.2. Network theory
3.4.1.3. Network and parties involved
The parties involve in the entreprise network
From the stakeholder perspective, the various parties involved in a
(social) network are considered as those affecting or being affected by the actions of
the business as a whole (Philips et al., 2003). The variety of parties which can be
involved in interactive relations with a firm within a network can be relatively large:
buyers, suppliers, competitors, government offices, industry associations, religious
affiliations, universities, and consultants (e.g., Smeltzer et al., 1988; Fann and
Smeltzer, 1989; Tidd and Trewhella, 1997).
Table 3.2. Parties involved in a hotel’s network
Buyers

Suppliers

Competitors

Consultants

The focal firm
(Hotel)

State management
agencies

Government
institutions

Business
Associations

University/ research
institution

Source: Refined references of Indarti & Postma (2013)
3.4.1.4. Netwwork and green product innovation, green process innovation
Tie diverstity
Previous studies (e.g. Becker and Dietz, 2004; Nieto and Santamaria,
2007) point out that interaction with diverse partners may provide various advantages.
Diverse sources of knowledge allow the firm to create new combination of
technologies and knowledge, which in turn it provides opportunities for the firm to
select among various possible paths (Metcalfe, 1994). Partners may also contribute
different resources and capabilities instrumental to improve the firm’s innovation
capabilities (Becker and Dietz, 2004).
Moreover, varied network partners, may attract more heterogeneous knowledge,
experimentation, search, variation, and risk-taking, which contributes to explorative

innovation (March, 1991; Nieto and Santamaria, 2007) and to sustain innovation
(Laursen and Salter, 2006). More specifically, collaboration with varied partners
improves the chance of achieving product innovation (Becker and Dietz, 2004; Nieto
and Santamaria, 2007). Against this backdrop, therefore I propose:


 

9

H1a: The tie diversity is positively associated with green product innovation
H1b: The tie diversity is positively associated with green process innovation
Tie intensity
As indicated, repeated, enduring and structured relationships are the
main rationale behind the capability of networks to spread and diffuse knowledge
among their members (Inkpen and Tsang, 2005). Social interactions are reflected in
the intensity in terms of number of times actors share time in any kind of event, so,
more interactions between actors could mean more access to knowledge of others,
possibly resulting in more sharing of this knowledge (see e.g. Molina-Morales and
Martinez-Fernandez, 2010; Tsai and Ghoshal, 1998; Yue-Ming, 2005). When ties
become more intense, the quality of the knowledge exchange is likely to increase,
especially so-called strong ties (see Granovetter, 1973), allow for more knowledge
exchange and more exploration (learning), and therefore the hypotheses are proposed.
H2a: Intense ties are positively associated with green product innovation
H2b: Intense ties are positively associated with green process innovation
Multiplexity
Tie diversity and tie intensity do not suffice to capture the quality on interaction
with diverse partners. Tie diversity indicates the number of partners in the network, while
tie intensity denotes the frequency of interactions. To complement them, Indarti &
Postma (2013) introduce the notion of multiplexity to indicate the amount and the

variety–i.e. the depth–of knowledge transferred during the interactions. Multiplex
means that a single line or channel can carry various messages simultaneously. It
refers to the complexity of the relationships, the variety of the exchanges embedded in
the relationship or the number of diverse types of ties (Tuli et al., 2010).
Indarti & Postma (2013) argue that this issue concerns the number of various
knowledge domains to which an interactive relationship refers ranging from design to
production to markets. More multiplex relationships between firms in a network concern
richer knowledge domains (Hoang and Antonic, 2003). Collaboration with different
partners affects the amount and variety of knowledge to be shared which enhance the
firm’s innovation (Becker and Dietz, 2004). I contend that the more diverse the
knowledge that is exchanged in the relationships, the more probable will be that this
knowledge positively affects a firm’s innovation, thus I propose the following:
H3a: The number of various knowledge domains to which an interactive relationship is
posititively associated with green product innovation
H3b: The number of various knowledge domains to which an interactive relationship is
posititively associated with green process innovation

10

 

3.4.2. Absorptive capacity and green product, process innovation
3.4.2.1. Absorptive capacity
Absorptive capacity is ‘the ability to recognize the value of new, external information,
assimilate it and apply it to do commercial ends’ (Cohen và Levinthal, 1990, p.128).
Organizational absorptive capacity is a multi-component contruct. Thomas and
Wood (2014) point out that tourism businesses in particular rely on external knowledge
for innovation and argue that the two-factor model is "the ability to find and acquire
knowledge - ACQUISITION" and “the ability to use knowledge - USE" is more
appropriate than the four-factor model proposed by Zahra and George's (2002). The

thesis uses the model of Thomas và Wood.
Figure 3.3. A model of absorptive capacity in tourism
Activiation
triggers

External
sources of
knowledge
Personalised
sources of
knowledge

Experience

Absorptive capacity
Acquisition

Social
activiation
mechanism

Competitive
advantage

Use

Strategic flexibility
Innovation
Perfomance
Regimes

of
appropria

Source: Thomas và Wood (2014)
3.4.2.2. Absorptive capacity and green product, green process innovation
Cohen and Levinthal (1989, 1990) have identified absorptive capacity as a solid
capacity to bring value from receiving external knowledge, assimilate it and apply it to
do commercial purposes. With the greater availability of external sources of knowledge
in modern economies, the absorptive capacity is very important and necessary because it
influences on the ability to achieve goals, acquire and deploy external knowledge. It is
necessary to promote the internal innovation process to bring a competitive advantage
(Fosfuri and Tribó, 2008).
As Lichtenthaler and Lichtenthaler (2009) have argued, absorptive capacity may be one of
several capability-based capacities that influence innovation. When conceptualised appropriately,


 

11

there is a strong a priori case for supposing that absorptive capacity is a valuable means of
examining an aspect of innovation within enterprises in tourism.
H4a: The ability to find and acquire knowledge is positively associated with green
product innovation
H4b: The ability to find and acquire knowledge is positively associated with green
process innovation
H5a: The ability to use knowledge is positively associated with green product innovation
H5b: The ability to use knowledge is positively associated with green process innovation
3.4.3. Green product, green process innovation and hotel’s perfomance
Innovations are crucial conditions for improving performance and raising

organizational value (Llore´ns Montes et al., 2005; Bowen et al., 2010). Organizations
achieve excellence in operational performance dimensions such as cost, quality,
delivery, and flexibility as a result of focusing their resources and efforts on product and
process improvements and innovations (Tan et al., 2007). Kafetzopoulos and Psomas
(2015) found that the level of innovativeness was positively related to productivity and
performance. Saunila et al. (2014) demonstrated that organizations which are more
successful in innovations had higher operational and financial performance than others.
According to some scholars, hotels should be innovative in the field of
environmental practice (Best and Thapa, 2013; Le et al. 2006; Smerecnik and Andersen,
2011). Applying green practices is very beneficial for hotels and the tourism industry
(Chou, 2014). Therefore, I propose the hypothesis H6:
H6a: Green product innovation is posititively associated with hotel’s performance
H6b: Green process innovation is positively associated with hotel’s performance
3.4.4. Green product, green process innovation, its antecedents, and hotel’s performance
Empirical proof of this can be found, for example, in De Jong and Den Hartog’s
study (2010) where they emphasize that the use of the skills and behaviors of employees
does not directly favor business performance if that relationship is not mediated by
innovation output. In other words, there will be an increase in business results only if the
employees’ ideas and creativity in the workplace are transformed into concrete
innovative products and services (Marques and Ferreira, 2009). Thus, this thesis proposes
testing the median level of product innovation and green processes in the relationship
between knowledge absorption capacity, relationship network with hotel performance
whether it is fully or partially mediated.
H7a: Green product innovation mediates the relationship between green product
innovation antecedents and the hotel’s performance.
H7b: Green process innovation mediates the relationship between green product
innovation antecedents and the hotel’s performance.

12

 

3.5. Conceptual model

Network
Tie intensity

Green
product
innovation

Tie diversity
Multiplexity

Absorptive capacity
Ability to find and
acquisition knowledge
Ability to use knowledge

Green
process
innovation

Perfomance
Marketing results
Economic results
Financial results

Control variables
Room

Years of operation
Employee
Category
Type of hotel
Ownership

CHAPTER 4: THE RESEARCH CONTEXT
CHAPTER 5: REESEARCH METHODOLOGY
5.1. Qualitative research
The author interviewed and discussed with 15 managers including 3 directors, 2
deputy directors, 5 business managers and 5 professional managers of 6 hotels to find out
the meaning and necessity of the green innovation in hotel; find out the factors affecting
green product innovation and green process in the hotels; explore outstanding factors in
a practical context. Combine with the preliminary survey to screen and adjust the scales,
giving an official research model.
5.2. Empirical survey
5.2.1. Survey objectives, 5.2.2. Research sequence, 5.2.3. Data collection and sample
The survey population was defined as all three to five-star hotels rated by the
Vietnam National Administration of Tourism. Data were collected from February to June
2019. Each hotel surveyed three subjects: management, head of business department,
head of profession department. Two channels of survey implementation were selected.
First channel, 19 tourism departments of 19 provinces and cities supported to send 987
letters with paper questionnaires to each survey object of their hotels. The second


 

13

channel, the Vietnam Tourism Association, the Quang Ninh Tourism Association, the

Danang Hotel Association, the Hotel CEO Club and two travel companies support email
surveys to hotels of 37 provinces remaining.
5.2.4. Variables and measures
Except product innovation, process innovation variable, all other latent variables
were measured by multiple items using a Likert- type (1= strongly disagree to 5 = strong
agree) format. Multiple items measures were used because they could increase the
measures’ reliability (Neuran, 2000). The Likert-type scaling was used because of its
power and simplicity (Alreck and Settle, 1995).
The measure of Hotel Perfomance over the last three years was taken from Snoj
và cộng sự (2007). It includes three statements address the hotel’s achievement of target
marketing results, economic results, financial results with 10 items: (1) customers’s degree
of satisfaction, (2) percentage of customers who use hotel more than once, (3) service
quality, (4) image of the hotel in the market, (5) development of scales, (6) development
of market share, (7) development occupation rate, (8) gross profit, (9) return on investment,
(10) return on equity.
The measure of green product innovation and green process innovation were
adapted from Salmones và cộng sự (2005); Smerecnik và Andersen (2011), Jeou-Shyan và
cộng sự, (2017), Maria del Rosario và cộng sự (2017). The measures include items assessing
to them by ‘yes’ or ‘no’ answers. Green product innovation comprises 5 items in the
following areas: (1) there are more and more reusable components, (2) there are products,
materials or packages which do not contain hazardous substances that can reduce the
environmental impact, (3) inclusion of organic products, (4) use resources effectively,
(5) modification of spaces ensuring the preservation of the natural environment. Green
process innovation’s consisted of seven items: (1) adopt new or improved methods to be
recycled in the process of providing products and services, (2) invest in new purchases
equipment, purchases with energy-saving/water-saving marks or green-label items, (3)
collects hazardous waste by categories, (4) adopt new or improved methods to uses
environmentally friendly building materials, (5) adopt new or improved methods devices
for water reutilization, (6) Use of more eco-friendly cleaning supplies, (7) use of
conditioning of areas using natural and/or local materials.

The measure of tie intensity adopted from Zeng và công sự (2010). Tie intensity
indicates the intensity of interaction between the focal firm and the external parties. Tie
diversity represents the number of various external parties involved in the interaction
with the focal firm: (1) institution customers, (2) individual customers, (3) suppliers, (4)
competitors, (5) government institutions, (6) tourism associations, (7) tourism forums,
(8) university research institutions. A firm that has interaction with more various external
parties has higher tie diversity. The respondents were asked to mention which external
parties they interact with.

14

 

Multiplexity represents the depth of knowledge domains absorbed by the focal
firms from various external parties. The mearuse was taken from Indarti và postma
(2013). The deeper and more various knowledge domains absorbed from the external
partners, the higher the degree of multiplexity. The respondents were asked to indicate
the specific knowledge content obtained from 8 external sources are indicated above and
also indicate the depth of the knowledge.
The measure of absorptive capacity in hotel industry was taken from Thomas and
wood (2014). The researchers develope the scale from 4 research works of Camisón and
Forés (2010), Delmas and cộng sự (2011), Flatten and cộng sự (2011), Barrionuevo et
al (201) incluing 15 items (table 6.1).
The common control variables in the hotel innovation study found through the
literature review include 6 variables: (1) years of operation, (2) category, (3) number of
employees , (4) number of rooms, (5) type of hotel, (6) ownership.
5.2.5. Data procesing

First, relibiliy analysis and factor analysis were used to evaluate the measures’s
reliability and validity (Aaker et al, 1998). Then, bivariate correlations were performed

to explore bivariate relationaships among variables.
Second, multiple regressions were used to estimate the relationships between the
independent variables and green product/process innovation, between green product/process
innovation and performance, and the mediating relationship of green product/process
innovation. This technique could be used to analyze, the relationship between a single
dependent variable and several independent variables (Hair et al, 1998). To test the mediating
impact of innovation, the method of Baron and Kenny (1989) was recommended.
CHAPTER 6: RESEARCH RESULTS
6.1. Qualitative research results
The research qualitative results show a picture of the status of green product
innovation and green processes innovation in Vietnamese hotels. According to the hotel
managerial staffs' assessment of the impact of these factors on the activities, the most
mentioned and influential elements for hotels to conduct innovation as well as be able to
implement this type of innovation are the customers (institution and individual),
suppliers, competiors, horizontal and vertical sectoral authorities, unofficial social
organizations in the industry where hotel businesses find ideas for innovation, methods
implemented through interaction relationships between hotel with external organizations.
To put new ideas into practice at the hotel, internal factors are also very important such
as capacity, staff qualifications, culture of sharing and cooperation, dynamism and
willingness to change ... have also shared by the interviewers. These two factors of
relationship with external organizations and this internal capacity are also consistent with
previous studies: Rice (2009), Teece and cộng sự (1997), Zander and Kogut (1995), Zott


 

15

(2003), Meeus and cộng sự 2001), Vinding (2006), Chesbrough and cộng sự (2006), Rice
(2009), Morone and Taylor (2012).

The qualitative research results for the 15 hotel managerial staffs show that the
theoretical model is basically consistent with the industry's research context. However,
the measure of network has a item which predicts is not valid in model analysis and
verification. It is a measure of "the number of related external organizations". According
to the research theory in chapter 3, there are 8 types of external organizations specific to
the industry in which a hotel may have a relationship. Result of in-depth interviews did
not discover a new organization type compared to the literature but pointed out a common
feature that the hotels were related to all of the 8 types of organizations mentioned above.
6.2. Prelimitary survey result
The questionaires were sent to 55 people (director, vice director, head of business
department, head of profession deparrtement) of 22 three to five-star hotels. The return
questionnaire indicated that infomants had no difficulties in understanding the questions and
Coronbach alpha analysis results show that all of the scales meet reliability requirements with
values greater than 0.70 (Nunnally và Bernstein, 1994).
The researcher's 'suspect' element was also clarified. The results of 55 survey
questionnaires show that all hotels have relationships with the 8 types of external
organizations included in the research model. Therefore the item of "the number of
external parties" is removed from the scale of network. Along with the removal of this
measure, the initial hypotheses H1a, H1b are also excluded from the content of testing.
The official research model and the proposed hypotheses are as follows:
H1a: Intense ties are positively associated with green product innovation
H1b: Intense ties are positively associated with green process innovation
H2a: The number of various knowledge domains to which an interactive relationship is
posititively associated with green product innovation
H2a: The number of various knowledge domains to which an interactive relationship is
posititively associated with green process innovation
H3a: The ability to find and acquire knowledge is positively associated with
green product innovation
H3b: The ability to use knowledge is positively associated with green process
innovation

H5a: Green product innovation is positively relationship with the hotel’s performance
H5b: Green process innovation is positively relationship with the hotel’s performance
H6a: Green product innovation mediates the relationship between green product
innovation antecedents and the hotel’s performance.
H6b: Green process innovation mediates the relationship between green product
innovation antecedents and the hotel’s performance.

16

 

Figure 6.1. Official research model
Network
Tie intensity
Multiplexity

Absorptive capacity
The ability to find and
acquire knowledge
The ability to use
knowledge

Green product
innovation
Green
processs
innovation

Perfomance
Marketing results

Ecomomic results
Financial results

Control variable
Room
Years of operation
Employee
Category
Type of hotel
Ownership

6.3. Quantitative research result
6.3.1. Data collection and sample
Result of survey obtained 609 questionaires from 268 hotels including 172 online
questionaires and 438 paper questionaires. There are 27 paper questionnaires which had
"missing data" and 151 had no guarantee of reliability during data collection. After
eliminating the unsatisfactory questionaires, the data included in the analysis included
432 questionaires of 206 hotels, accounting for 22% of the total number of hotels
nationwide; accounting for 31% of total non-chain hotels.
6.2.2. Analysis of multiple-item measurement
Coronbach Alpha analysis results show that all the scales meet reliability
requirements with values greater than 0.7 (Nunnally và Bernstein, 1994). The first factor
analysis results extracted 7 factors. Absorptive capacity has the lowest loading factor
(.416) in item A1 and the load is inconsistent into two factors. Item A4 has a high loading
factor (.713) that loads individually into a factor. If item A4 is omitted, item A1’s loading
factor is very low. If both items are excluded, the Coronbach Alpha increases from 0.94
to 0.952, the KMO index also increases from 0.883 to 0.887. Evaluation of "face
validity", these two items can also be removed from the model without affecting the
content of the variable. A new measure of absorptive capacity after removing these two
items is included in the second EFA analysis. The result shows that there are 6

components extracted with the total variance extracted of 72.763 at eigen-value of 1.01.
Moreover, all variables have a high loading weight (> = 0.556) on the concept they
measure and low on the concept they do not measure. Multiplexity variable is extracted
by two factors that were renamed level of relationship with customers and businesses in
the industry including 4 items N1, N2. N3, N4 and level of relationship with state


17

 

management agencies and supporting organizations including 4 items N5, N6, N7, N8.
The absorption capacity variable is extracted by a factor that was renamed ability to find
and use knowledge including 13 item A2, A3, A5, A6, A7, A8, A9, A10, A11, A12, A13,
A14, A15. The performance variable is extracted by two factors, namely, the market
result including items from P1 to P4 and the financial and operational results consist of
items from P5 to P8. These groups of newly formed factors were put into the Coronbach
Alpha test once again, the results achieved reliability > 0.07. Therefore, the scales of
these six research concepts ensure reliability, convergence and discriminant validity.
6.3.3. Normality diagnosis, descriptive analysis and correlations.
To check the samle distribution of a variable, I observed (1) the skewness
staticstic, which measured the symmetry of the sample distribution, (2) the kurtosis
statistic, which measured the sample distribution’s peakedness, and (3) the histogram
with normal curves. West et al (1996) suggested that the absolute value of kurtosis >
7 or skewness > 2 was acceptable. Kim (2013) also confirmed West's point of view
and added the factors that are suitable for samples larger than 300. In comparison with
the data analysis results, the variables in the research model ensure normal
distribution. Examining the correlation coefficients among the variables in the model
shows that there is a strong correlation between these variables.
6.3.4. Hypothesis testing

6.3.4.1. Innovation model
(a) Green product innovation model
Bảng 6.5. Multiple regression results for green product innovation
Variables
Control variables
Years of operation
Categorya
Employee
Room
Type of hotela
Ownershipa
Main variables
Level of relationship with customers and
businesses in the industry
Level of relationship with state
management agencies and supporting
organizations
Multiplexity
Ability to find and use knowlege

Model 1

.110
.136
.025
.017
-.181**
-.105

18

 

Model 2

.113+
.159+
-.019
.029
-.107
-.104

Model 3

.105
.115
.061
-.035
-.185**
-.151*

-.065

Model 4

.109+
.142+
.016
-.005
-.133+

-.133+
-.065

.131

.081

.260**
***

.301

.185*
.189*

Model 1
Model 2


Adjussted R Square
.043
.125
F
2.525*
4.257***
N= 209; P+ <0.1; P* <0.05; P** <0.01; P*** < 0.001
a
Category, type of hotel and ownership are dummy variables
All coefficients are standardized
Variables

Model 3

.127
5.246***

Model 4

.145
4.473***

Looking at the overall 4 models, years of operation of the hotel, 4 - 5 stars hotels
has a slightly significant at (p <0.1), the number of employees, the size and ownership
of foreign aren’t significant associated with green product innovation. The city hotel
type is inversely significant associated at different levels with green product
innovation. Among the independent variables, only the group factors of multiplexity
and ability to find and use knowledge are significant associated with green product
innovation (p <0.5). Level of relationship is not statistically significant. Therefore, this
analysis supports the hypothesis H2a, H4a and H3a is partially supported, meanwhile,
there is no evidence to support H1a.
(b) Green process innovation
Table 6.6. Multiple regression results for green product innovation
Variables

Model 5


Model 6


Control variables
Years of operation
.091
.098
Categorya
.223**
.223**
Employee
.082
.100
Room
-.146
-.126
Type of hotela
-.245***
-.159+
Ownershipa
-.061
-.069
Main variables
Level of relationship with customers and
-.009
businesses in the industry
Level of relationship with state
management agencies and supporting
-.081
organizations
Multiplexity
.405***
Ability to find and use knowlege

Adjussted R Square
.079
.202
F
3.942**
6.769***
N= 209; P+ <0.1; P* <0.05; P** <0.01; P*** < 0.001
a
Category, type of hotel and ownership are dummy variables
All coefficients are standardized

Model 7

.086
.199+
.122
-.204+
-.250***
-.112

Model 8

.093
.201+
.146
-.170+
-.193**
-.107
-.010
-.146+

.337***
.186
7.671***

.308***
.246**
.239
7.432***


19

 

In Model 8, all control and independent variables were entered into the regression
equation. As a result, 4-5-stars hotel tends to impact green process innovation; hotel size,
city hotel are inversely significant associated; the remaining control variables have no
significant. For the two independent variables, there are only groups of factors about
multiplexity, ability to find and use knowledge are strongly positively associated with
green process innovation (p <. 001). The overall review of the regression results for green
process innovation shows that the hypothesis H2b, H4b are supported, the hypothesis
H3b is partly supports and H1b is not supported.
6.3.4.2. Perfomance results
(a) Market performance results
Table 6.7. Multiple regression results for market performance results
Variables

Model 9 Model 10 Model 11 Model 12 Model 13 Model 14








Control variables
Years of operation
-.120
-.134+
-.124*
a
**
*
Category
.231
.213
.180*
Employee
.175
.172
.223*
Room
-.147
-.149
-.203*
a
Type of hotel
-.070
-.047

-.031
Ownershipa
-.083
-.070
-.121+
Green product innovation
.127+
Green process innovaion
Innovaion antecedents
Level of relationship with
customers and businesses in
.205*
the industry
Level of relationship with
state management agencies
.035
and supporting organizations
Multiplexity
.131+
Ability to find and use
.224**
knowlege
Adjussted R Square
.046
.057
.229
F
2.644*
2.759*** 7.095***
N= 209; P+ <0.1; P* <0.05; P** <0.01; P*** < 0.001

a
Category, type of hotel and ownership are dummy variables
All coefficients are standardized

20

 

-.123+
.181*
.223*
-.203*
-.033
-.122+
-.009

-.127+
.214*
.169
-.136
-.051
-.078

-.115+
.198*
.236*
-.219*
-.049
-.130+

.075

-.090

.204*

.204*

.036

.022

.133+

.159*

.226**

.246**

.225
6.419***

.046
2.423***

.231
6.612***

Model 10 explains 5.7% of the market performance at (.127, p <.1). Hence the

hypothesis H5a is partly supported. Model 13 results show that green process innovation
does not affect market perfomance. Therefore, the H5b hypothesis is not supported for

market results. To test the mediating impact of green product innovation, green process
innovation (hypotheses H6a, H6b). I followed the method recommended by Baron and
Kenny (1989). Observing results of model 4, 8 11, 12 and 14 to indicates that green
product innovation and green process innovaton fails to mediate the relationship between
its antecedents and hotel’s performance.
(b) Financial and operational results
Table 6.8. Multiple regression results for financial and operational results
Variables

Model 9


Model 10 Model 11 Model 12 Model 13 Model 14






Control variables
Years of operation
-.017
-.032
-.020
Categorya
.196*
.177*

.115
Employee
.200+
.197+
.288**
+
+
Room
-.208
-.210
-.267*
a
Type of hotel
-.015
.010
.011
Ownershipa
-.020
-.005
-.052
Green product
.139+
innovation
Green process innovaion
Innovaion antecedents
Level of relationship with
customers and businesses
.360***
in the industry
Level of relationship with

state management
-.059
agencies and supporting
organizations
Multiplexity
.098
Ability to find and use
.161*
knowlege
Adjussted R Square
.021
.035
.202
F
1.746
2.065*
6.200***
+
*
**
***
N= 209; P <0.1; P <0.05; P <0.01; P < 0.001
a
Category, type of hotel and ownership are dummy variables
All coefficients are standardized

-.024
.108
.287**
-.267*

.017
-.046

-.029
.166+
.189+
-.188+
.018
-.011

-.022
.110
.284**
-.263*
.016
-.049

.135+

.025

.044

.362***

.360***

-.063

-.056

.090

.090

+

.154+

.152

.200
5.656***

.033
2.008+

.199
5.622***

Looking at the model 8, green product innovation contributes to 3,5% of the
variance in finalcial and operational ressults and is statistically significant ( .139, p< .1),
green process innovation contributes to 3,3% of the variance in finalcial and operational
ressults and is statistically significant (.136, p< .1). Along with the results in models 10,
13 conclude that the hypothesis H5a is supported, H5b is partly supported (in financial


 

21

and operational results). Observing the results in models 17, 18 and 20 combined with
results in model 4 (Table 6.6), model 8 (Table 6.5), analysis by method of the Baron and
Kenny (1989) shows that green product innovation, green process innovation fail to
mediate the relationship between its antecedents and hotel’ performance. This result,
coupled with market results’ analysis concludes that H6a, H6b are rejected. In addition
to testing the hypotheses, model 17 also shows that level of relationship with customers
and businesses in the industry has a strong significant associated with financial and
operational results (.360, p <.001) and the ability to find and use knowledge is significant
associated with financial and operational results (.161, p <.05).
CHAPTER 7: DISCUSSION RESEARCH RESULTS
7.1. Summary of results and comparison with the literature
7.2. Comments on research results and practical implications
7.2.1. Comments on research findings towards the green product, process
innovation’s antecedents
7.2.1.1. Network, 7.2.1.2. Absorptive capacity, 7.2.1.3. Combination of network
and absorption capacity
Network influences decisions and orientations on green products, processes
innovation in Vietnamese hotels. According to Rønningen (2010), this can be explained
by the size of the firm, the tourism industry is mainly small and micro enterprises while
innovation capacity is often related to firm size. Small firms' management systems are not
enough to support the initiative and employees of the firms are often less competent than
big size firms. Moreover, SMEs lack the resources to maintain a dynamic capacity of their
own, therefore, they depend on external resources and support (Erkus-Ozturk, 2010).
Through the knowledge from the network, hotels can find 'green' supplies of inputs and
applications, updating green inventions quickly.
The results of this study provide insight into the network that lead to hotel
innovation in the context of an emerging economy. The quality of interaction is
determined by the depth / amount of accessible knowledge from external parities. The tie
intensity with customers and businesses in the industry is more important than the tie

diversity that have relationships in making green product innovation and processes.
Empirical research at the hotels in Vietnam, only the 'ability to use knowledge'
aspect has a significant influence on green product and prosess innovation, the ‘ability
to find and acquire knowledge’ aspect is only partially effective. This is appropriate
because the hotel innovation is mainly from the external environment, the hotel
business must have the ability to apply or 'imitate' to creat innovation. On the other
hand, according to Stock et al (2001), the absorption capacity in an organization must
reach a certain level in order to contribute to innovation, the level of absorption capacity
is a premise for the level of innovation level.

 

22

The results of this research also show that the combination of absorption capacity
with organization's network plays an important role in hotel’s green product, prosess
innovation in Vietnam. The more actively a hotel participates in a network, focusing on
improving absorption capacity, the greater the effectiveness of innovation. Through the
successful integration of external knowledge and absorptive capacity, hotel businesses
can develop sustainably, creating a greater competitive advantage than moving towards
an innovative strategy focused on internal R&D process. This is also consistent with
the view of Lichtenthaler (2008).
7.2.2. Comments on research findings towards green product, green process
innovation and perfomance
The findings of the thesis indicate that green product innovation tends to be
positively associated with both market results and operational and financial results, while
green process innovation only tends to positively associated with financial and operational
results. This can be explained by the characteristics of two types of innovation. Product
innovation can be immediately recognized by tourists and other customers, so it has an
immediate impact on market results, helping the hotel enhance its ability to respond to

changes in the changing business environment. Process innovation have a slower delay
and are difficult for customers to see and feel right away. Process innovation will help save
costs, positively affect the productivity of an organization. Green product and process
innovation only tend to be positively associated with performance, but do not show a
strong or significant assiociated such as network or absorptive capacity. Although the trend
of green consumption is spreading strongly in the community, but for the Vietnam’s hotel
and tourism industry, this is still an emerging element, it takes more time for businesses in
the industry to transform.
7.2.3. Comments on hypotheses are not supported.
Hypotheses H1a, H1b (the level of relationships with external parties on green
product, process innovation) are unsupported that can be explained by the context of the
transition economy and the characteristics of culture, society, institution and working
mechanism in mainstream organizations in Vietnam. Relationships with external parties
may not be for the purpose of learning but need more help, assistance, seeking support
and favorable factors in business process. The reason is that hotel innovation is largely
not from internal R&D but due to absorption of scientific - technological, socio-economic
movements and changes in business environment, consumer trends of the hotel market.
However, in order to gain a deeper perspective on this issue, it may be necessary to
develop another qualitative research.
The hypothesis H6a, H6b (mediate relationship) are unsupported that can be
explained by in order to improve hotel performance, the level of relationships with
external parties has a greater influence than the adoption of innovation and not
necessarily through innovation. The level of relationships with external parties is not
enough to create innovation, but it is important how to access partners' knowledge, how


 

23

partners share necessary and important information. Sometimes the impact of other
agents that influence a partner can help the hotel receive the necessary knowledge, which
is difficult to access by the hotel’s effort. On the other hand, green product, process
innovation in Vietnam’s hotels are just interested recentlly. These innovations are not
many, not abundant and diverse. They haven’t created the market effect. Hotel businesses
are still in the process of learning, applying and testing to make further strides in the
future. The attention, promotion and support for hotel’s green initiatives from social and
state management agencies are limited. The research results also show that green product
innovation and green process innovation only tend to affect performance without leaving
a clear impression
7.2.4. Comments on green consumption trends and green product innovation,
green process innovation in Vietnam’s hotels
Green consumption is now considered the consumption trend of the century when
environmental issues became a major concern of many countries around the world. Under
pressure from regulatory authorities, from the perceptions and needs of tourists, hotel
businesses must adapt and find competitive advantage in the fast and volatile movement
of business environment. Innovation in general and innovation towards green elements
is considered as the basic way to improve competitive advantage and future business
performance of tourism and hotel businesses. The results show that although most of the
green innovation solutions in hotels are only at level 1 but these solutions help improve
quality of products and services, reduce costs to better meet market’s demand, improve
the leadership capacity and capacity of employees to be more active and better integrated.
Innovation can be done at different levels and can all bring business efficiency for the
hospitality business. Green innovation can be done in the different business areas of the
hotel business. These innovation efforts can help the hotel achieve "green certificates",
which will be recognized by society as meeting environmental protection standards to
introduce, promote and confirm the quality of its products and services.
7.2.5. Comments on context research
The tourism and hospitality industry is a special service industry, so there should
not be view of innovation in this area like in other sectors or in manufacturing industry. The

structure of the tourism industry is heterogeneous and its products are specific. The travel
experience depends on a range of products and services created by a range of businesses.
Moreover, tourism products are intangible and perishable (Hjalager, 2002). Production and
service consumption take place simultaneously. The tourism industry is characterized by
magnitude of information and the importance of human (Camisón và Monfort-Mir, 2012).
Therefore innovation in tourism and hospitality is very different from innovation in manufacturing
(Miles, 2005). Radical innovation in the tourism industry is still quite limited.

Innovation in business in emerging economies like Vietnam also has a very special
context. Firstly, the level of development of the economy is still low. Secondly, the legal
infrastructure is not sufficient and complex as in copyright protection and judging

 

24

violations. On the one hand, it makes difficult for businesses to protect the copyright of
their inventions, on the other hand, they also encourage businesses to "imitate" the
solutions of other businesses. In the surveyed hotels, product and process innovation are
mostly learning and re-applying of the previous businesses, or which the market already
has. The new level is only low level – “new to firm”. On the one hand, due to the fact
that hotel enterprises absorb innovation from the environment primarily or because most
small and medium enterprise models are limited in resources, on the other hand, may be
partly due to the influence of institutional environment.
7.3. Implications
7.3.1. Theoretical meaning
This study helps provide a picture depicting the difference between product
innovation and process innovation (the two types of innovation are still being debated as
integrated or ubintegrated in the service sector). Besides theorizing the hotel’s green
product and process innovation, this work also introduces a new research model and

provides new data sets in the context of a emerging economy. The thesis integrated the
influence network and absorptive capacity on innovation in the hospitality industry to fill
the research gap in the field.
7.3.2. Implications for managers, 7.3.3. Implication for policy makers
For managers, must recognize innovation from a strategic perspective and need a
plan to achieve the goal; focus on studying consumer’s green trends; need to expand their
network and actively participate in ties diversity to be shared and access new knowledge
streams; managers need to focus on improving their organization’s absorption capacity
that is compatible with the new knowledge to creat innovation.
For policy makers, should strengthen the industry innovation system and improve
the industry innovation environment towards creating and using green technologies in the
tourism industry; improve innovation capacity of enterprises in the industry; encourage
innovation acts of firms and tourist destinations; through innovation policy to increase the
quality and effectiveness of innovation activities, promote information exchange to find
effective cooperation and strengthen solutions to promote green consumption.
7.4. Some limitations and implications for future research
The thesis is limited in the similarity of data sample in hotels. The time of the
survey is short period that has not shown all the results of innovation because of the delay
of innovation process. From these limitations, combine with the research results to
propose eight future research directions. (1) Adding control variables (seasons and
regions); (2) observing creative innovation in longer periods; (3) distribute questionare
more evenly; (4) further research other types of green innovation; (5) measure
performance in other ways; (6) continue testing of absorption capacity model in hotels;
(7) find more ways to measure green product innovation and green process innovation,
add green aspects to evaluate green innovation more comprehensively, use SEM to
evaluate research models; (8) add case studies.