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PurposeThis work examines the relationship between transformational leadership and enablers and results of the European Foundation for Quality Management (EFQM) model 2013 and the relationship between the EFQM model elements (enablers and results).Design/methodology/approachThe work employs partial least squares (PLS) and empirical data from 102 hotels.FindingsTransformational leadership is key to facilitate the enablers of the EFQM model (strategy, people, partnership and processes) and improve customer, employee and social results and organizational performance.Originality/valueThe present work expands previous studies that focus on analyzing the link between enablers and results of EFQM by showing that transformational leadership is an appropriate leadership style to foster the EFQM model elements. It empirically supports the view that transformational leadership is a facilitator that can foster the EFQM enablers and improve results in hotels. Thus, it also sheds light on the controversial link between transformational leadership and various performance measures (customer, employee and social results and organizational performance).

AbstractFirms need to develop dynamic capabilities to anticipate, adapt and respond to a changing competitive environment. Quality management, absorptive capacity and sustainability can act as dynamic capabilities, helping firms to adapt better and more quickly to new stakeholder demands. Some dynamic capabilities can help develop others. The aim of this paper is to analyse the role of quality management and absorptive capacity as enablers and drivers of environmental, economic and social sustainability development, and to study the mediating role of absorptive capacity in the relationship between quality management and the three dimensions of sustainability. Through structural equation modelling and using data from Spanish hotels, this study adds value to the dynamic capabilities theory by empirically demonstrating that quality management and absorptive capacity, used together, positively influence (directly or indirectly) the environmental, economic and social sustainability of hotels in order to reduce their environmental impact, and improve the social well‐being of stakeholders and the economic development of the region.

PurposeThis paper examines the relationships between: (1) motives for internalization of a quality system, (2) the internalization of a quality system and (3) customer results, employee results and social results in public organizations by means of replication researchDesign/methodology/approachFirst, the work applies a quantitative study to test hypotheses using structural equations based on the Partial Least Squares (PLS) approach. Then, a qualitative study is carried out to support the quantitative results obtainedFindingsResults show that internal and external motives affect internalization, and that the most important issues for internalization are commitment, communication, training, recognition and follow-up. In addition, continuous improvement is key in order to enhance customer results, employee results and social resultsOriginality/valueThe contribution of this work is that it provides empirical support to prior research on internalization focused on manufacturing and service organizations, and extends these results to the case of public organizations

This work aims to identify quality standard adoption levels and their relationship with quality management practices and performance (customer, employee and social results, and organizational performance) in tourism organizations in Spain. This work uses 279 tourism organizations in the following subsectors: hotels, travel agencies, restaurants, and rural accommodations. The work applies cluster and regression analyses. Results show three levels of adoption and a lower degree of development of the continuous improvement dimension. Organizations with a significantly lower level of development of the quality standard have started to integrate the quality requirements in their daily practices to some extent and where continuous improvement practices are little developed. These organizations have significantly lower results than those organizations with higher adoption of quality. The results also indicate that a greater level of adoption of a quality standard leads to a higher development of QM practices. These results are interesting for managers, destination managers, and the wider tourism professional community. It contributes to supplementing previous studies about taxonomies of quality standard adoption in the particular case of tourism organizations in Spain and may serve as a starting point for further research on that topic. ; This study has been carried out as part of research project ECO2012-36316, funded by the Spanish government (National R&D&i Plan).

Purpose – This paper aims to examine the impact of external and internal drivers on the dimensions of internalization (daily practices and continuous improvement) of quality standards, the relationship between the dimensions of internalization and their effects on customer, employee, society and organizational results in hotels. Design/methodology/approach – The study applies a structural equations analysis to test these relationships using empirical data from 176 quality-certified hotels. Findings – Hotels need internal drivers to internalize a quality system because the external drivers themselves are not able to explain significantly the quality internalization process. This paper shows the significant relationship between the dimensions of internalization (daily practices and continuous improvement) and the importance of continuous improvement (e.g. innovations from quality standards and reflection on how to improve the current work processes) for improved customer, employees, society and organizational results. Originality/value – To the best of the authors' knowledge, there are no empirical studies jointly analyzing the drivers of internalization, the relationship between the dimensions of internalization and their effects on different dimensions of results (customers, employees and society) in hotels. ; This study has been carried out as part of research project ECO2012-36316, funded by the Spanish government (National R&D&i Plan).

The aim of this work is to show the benefits of the internalization of quality standards. Based on interviews in the tourism industry and a quantitative study, the results show that internalization of quality standards has positive effects on performance. The commitment to implement quality standard requirements may lead tourism organizations to improve management systems because they apply the quality requirement in a more advanced way. This means that companies that believe in quality philosophy and apply it in their daily practices can improve their results. ; El objetivo de este trabajo es mostrar los beneficios de la interiorización de los requisitos de una norma de calidad. A partir de entrevistas a responsables del sector turístico y un estudio cuantitativo, los resultados indican que la interiorización de las normas de calidad mejora los resultados. Un mayor compromiso por la implantación de los requisitos de la norma de calidad puede llevar a las organizaciones turísticas a mejorar su sistema de gestión porque aplican los requisitos de calidad de manera más avanzada. Esto significa que las empresas que realmente creen en la filosofía de la calidad y la aplican en sus actividades diarias pueden mejorar sus resultados. ; This study has been carried out as part of research project ECO2012-36316, funded by the Spanish government (National R&D&i Plan).

AbstractThe hotel industry is characterized by operating in a global, dynamic and uncertain environment where stakeholders' concerns on sustainable development are growing. However, there is limited research on whether hotels have flexibility and capacity for change, to develop environmental practices that meet stakeholder demands and improve their competitiveness. Through the dynamic capabilities theory, the resource‐based view and the stakeholder theory, this paper develops a model that considers agility and innovation as antecedents of environmental management and competitive advantages as consequences. A Partial Least Squares analysis is carried out based on data from Spanish hotels. The results indicate that agility and innovation influence environmental management positively; agility influences innovation positively; and agility influences environmental management indirectly through innovation. Moreover, environmental management positively influences cost and differentiation competitive advantages. This study contributes to the literature by examining the role of two important dynamic capabilities and their impact on environmental management and showing how the interaction and mediation between these capabilities favors competitive advantages.

The main purpose of this paper is to integrate the literature on human resource management (HRM) and environmental management. Moreover, the paper shows the role that green human resource management (GHRM) plays in environmental management activities. This article examines the main relationships between human resource management and environmental strategy, emphasizing reciprocal influences. Moreover, the main human resource practices used in the literature are examined. In addition, methodological approaches that can be appropriate to advance the study of the link between human resource management and environmental strategy are proposed. Ideas for future research are also provided. As the role of human capital in implementing environmental management is a mature field of research, a new topic known as green human resource management has emerged. We examine studies that analyze both the relationship between general human resource management and environmental strategy and between green human resource management and environmental strategy. ; This research was funded by the Ministry of Science and Innovation of the Government of Spain (grant number ECO2015-67310P).

The purpose of this methodological insight is to analyze the foundations of multilevel research, answering two main questions: why this methodological approach is important for management research and how to conduct a multilevel study. We examine why multilevel research is relevant, emphasizing its potential, opportunities, and basic principles. Moreover, we point out the main theoretical, methodological, and analytic aspects to be considered for an appropriate application of multilevel research. The article refers throughout to the basic literature on multilevel research, reviewing conceptual, methodological, and empirical works. JEL CLASSIFICATION: C18; M10

The analysis of ambidexterity at the individual level may help to open the black box of organizational ambidexterity and to address the microfoundations of the exploration/exploitation dilemma in order to know how it can be achieved. The purpose of this article is to examine the main characteristics, antecedents, and consequences of individual ambidexterity, highlighting several key theoretical and methodological issues. Through a systematic literature review, we synthesize and integrate knowledge about individual ambidexterity, identifying opportunities and challenges for future research. We propose a multilevel framework that includes antecedents, consequences, and contingent effects of individual ambidexterity and their relationships. This multilevel framework may help to overcome the micro–macro divide in the management field. We also provide a synthesis of future research proposals. JEL CLASSIFICATION: M10