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In this digital age, the rapid technological innovation and adoption, with the increasing use of big data analytics, has raised concerns about the ability of small and medium enterprises (SMEs) to sustain the competition and innovation performance (IP). To narrow the research gap, this paper investigates the role of big data analytics capability (BDAC) in moderating the relationship between digital innovation (DI) and SME innovation performance.

This research has been carried forward through a detailed theory and literature analysis. Data were analyzed through confirmatory factor analysis and structural equation models using a two-stage approach in smartPLS-4.

Results highlight that digital service capability (DSC) significantly mediates the relationship between DI and IP. Additionally, value co-creation (VCC) directly affects digital transformation (DT), while DI has a stronger effect on DSC than IP. Furthermore, BDAC significantly moderates the relation between DSC → IP and DT → IP, whereas it has a detrimental effect on the relation between DI and IP. In addition to that, VCC, DSC, DT, DI and BDAC have a direct, significant and positive effect on IP.

This research was motivated by the practical relevance of supporting SMEs in adopting DT and the resource-based view (RBV) and technology acceptance model (TAM). This study shows that all direct and indirect measures significantly affect innovation performance, including BDAC as moderator. These findings refresh the perspective on what DT, DI, VCC, DSC and BDAC can bring to a firm's innovation performance.

This paper has contributed to DT by empirically validating a theoretical argument that suggests the acceptance and adoption of new technology. This paper aims to fill theoretical gaps in understanding BDAC and DT by incorporating the RBV and TAM theories on BDAC and DT.

This paper aims to explore the factors influencing customers' attitudes and behaviours, specifically in terms of affective satisfaction, participation behaviour, and word-of-mouth, within the restaurant industry, with a focus on both tangible and intangible elements. Additionally, the study seeks to identify the dual mediating role of customer affective satisfaction in this relationship.

In this exploratory study, SEM-VB was utilized to examine data from 312 valid respondents who completed a face-to-face questionnaire using a quantitative methodology. The respondents were targeted at restaurants that serve comparable food and beverages for a similar socioeconomic class.

The findings reveal that perceived value, physical appearance, and standardization significantly contribute to customer affective satisfaction, which, in turn, positively influences their participation behaviour and word-of-mouth.

Practically, restaurant managers can enhance customer experiences and boost positive word-of-mouth by fostering affective satisfaction and encouraging interactive customer participation.

The novel concept of “affective satisfaction” contributes to restaurant management literature by identifying its tangible and intangible drivers and uncovering its outcomes in participation behaviour and word of mouth. By combining numerous factors and investigating the mediating function of affective satisfaction and based on the theory of Expectancy-Disconfirmation, this study adds to the theoretical understanding of what drives the affective satisfaction and word-of-mouth of casual dining restaurants’ customers.