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Based on the knowledge-based theories of the MNC, this research aims to develop and test a holistic model to analyse the relationship between the strategic knowledge management (SKM) processes undertaken by subsidiaries and MNC performance. Additionally, it focuses on determining the impact that the relational context can have on knowledge creation and transfer inside the internal network of an MNC.

The research hypotheses are tested by partial least squares (PLS) with data from a sample of Spanish subsidiaries of foreign multinational firms belonging to high-technology and knowledge-intensive sectors.

The results confirm that: the implementation of a SKM by a subsidiary positively impacts on knowledge creation; the knowledge created by a subsidiary positively influences knowledge transfer, increasing the knowledge existing in the MNC; the knowledge transfer across all MNC units has a positive impact on MNC performance; the subsidiary’s relational context arises as a mediating variable between the knowledge created by a subsidiary and its transfer to the rest of the MNC.

The research proposes a holistic model that contemplates the joint interaction of the variables knowledge creation, knowledge transfer and performance. In addition, the proposed model contemplates the variable SMK of the subsidiary as the beginning of the knowledge creation-knowledge transfer-performance process. Finally, the mediating role of the relational context in the relationship between knowledge creation and transfer is analysed.

The purpose of this paper is to explore whether the use of high-performance work systems (HPWSs) facilitates the development of organizational ambidexterity directly or through a mediating variable such as ambidextrous organizational culture.

The theoretical model and the hypotheses proposed were tested using a sample of 100 Spanish hotels. The data analysis method used was the partial least squares.

The results of the research confirm that HPWSs exert a direct influence on organizational ambidexterity. HPWSs shape and integrate exploitative and exploratory activities through the construction of a culture that promotes organizational diversity and shared vision, which are needed to shape a suitable context for ambidexterity. Therefore, ambidextrous organizational culture emerges as a mediating variable between HPWSs and organizational ambidexterity. Finally, the ambidexterity of hotels has a positive impact on their performance.

The present paper presents new alternatives when undertaking research on organizational ambidexterity. More specifically, this research incorporates a mediator variable called ambidextrous organizational culture between HPWSs and organizational ambidexterity, which has not been considered before.

The purpose of this paper is twofold: first, to analyze which policies of human resource management (HRM) contribute to exploratory learning and which to exploitation learning; and second, to determine the influence of the two types of learning on organizational performance.

The research hypotheses are tested by partial least squares with data from a sample of 100 Spanish hotels.

The results confirm that, in order of importance, selective staffing, comprehensive training and an equitable reward system lead to exploratory learning. Exploitative learning seems to be fundamentally driven by comprehensive training and an equitable reward system (but in a different way than with exploratory learning). Finally, both types of learning have a positive impact on performance.

Both exploratory and exploitative learning result from HRM practices. To maintain performance expectations managers should develop both learning types, which entails the utilization of the best HRM practices.

This study presents empirical evidence around the findings of other studies (Laursen and Foss, 2014; Minbaeva, 2013) which call for further research into whether strategic HRM configurations have positive effects on the two learning types. The results find some practices that have a positive effect in both cases, but with different intensities in their explanations. This finding reveals the need for more detailed exploration around which combinations of HRM practices, in terms of exploratory vs exploitative learning, are advisable for organizations. The study also finds that the two learning types have a positive influence on organizational performance.

In recent years, emerging-market multinationals (EMMs) are receiving significant attention in the international business literature. They represent a challenge for the conventional wisdom, mainly derived from the behavior of developed-country multinationals (MNEs). The purpose of this paper is to analyze how different cross-national distances, namely cultural, administrative, geographic and economic, may affect establishment mode choice by Indian MNEs.

Data are collected from 328 outward foreign direct investments carried out by Indian MNEs in 73 countries from 1991 to 2014. A binomial logistic regression analysis is used to test the hypotheses.

The results show that cultural and administrative distances negatively affect the choice of an acquisition. Moreover, firm size, acquisition experience, host country experience, industry, belonging to the G20 alliance and being a state-owned enterprise also influence establishment mode choice.

This is one of the first studies that investigate the relationship between distances and establishment mode choice by Indian MNEs. The findings suggest that they follow a different behavioral pattern among EMMs, since their internationalization decisions are closer to those of developed-country MNEs.

This paper aims to know the dimension and scope that research on the district effect has had in the literature about industrial districts, as well as to shed some light on the connection between industrial districts and business results; or expressed differently, on how being located in an industrial district or not affects or might influence the performance of the firms located therein.

The purpose of this paper has been achieved through an exhaustive review of the empirical literature dedicated to the so-called district effect. The papers selected in the analysis were selected on the basis of the following criteria: (1) publications in scientific journals; (2) studies carried out in Spain and Italy; and (3) works published between 1994 and 2017.

The outcome of the literature review suggests, on the one hand, that the debate on the extent to which the territory influences the competitiveness of firms located in industrial districts still remains a topic of great interest. It can additionally be observed that most of the works dedicated to measuring the district effect have done so using three dimensions: (1) productivity/efficiency; (2) international competitiveness; and (3) innovation.

From a theoretical perspective, the findings of this paper make it possible to carry out an integrating proposal for the measurement of the district effect which revolves around three dimensions (productivity/efficiency; international competitiveness; and innovation).

This paper makes a twofold contribution to the literature: (i) it brings together the most important empirical contributions that measure the competitive advantages obtained by firms located in industrial districts through the district effect; and (ii) it theoretically and empirically establishes the essential dimensions of that effect.

The purpose of this paper – based on the conviction that the human resource is by far the most strategic or distinctive resource available to firms competing in hospitality and tourism industries – is to objectively analyze the research on HR developed in the domain of tourism and hospitality management between 1997 and 2016. The aim is to “identify” and “represent” the “intellectual structure” of the field examined.

“Bibliometric” methods are utilized: document citation and co-citation analyses, as well as social network analysis (SNA).

The paper provides an interesting inventory of the theoretical foundations of knowledge developed around HR in the field under study by different theoretical frameworks and scientific disciplines, such as marketing or psychology. However, its main contribution is to identify an important gap in the literature in the specific area of management.

The present study has several limitations resulting from the utilization of “bibliometric” methods applied in the analyses performed. As for the implications, these are more than obvious.

The authors believe that research developed here provides – through a kind of “meta-analysis” – a valuable outlet from which future researchers could benefit, giving them easier access to the theoretical foundations on which HR research in the field in question is based. This work also suggests some paths for future development or research in the field within the context of hospitality and tourism industries.

The purpose of this paper is to explore if human resource (HR) flexibility facilitates the development of organizational ambidexterity, which in turn has positive effects on firm performance.

The research hypotheses are tested by partial least squares with data from a sample of 100 Spanish hotels.

The results confirm a total mediator effect of organizational ambidexterity on the relationship between HR flexibility and performance. However, it was not possible to check that such flexibility directly influences performance. This may be due to the fact that HR flexibility has a gradual effect on the development of organizational ambidexterity.

The results of this study contribute to the knowledge on the impact of HR flexibility on performance. This paper, thus, stresses the strategic role that HRs play within organizations, insofar as their flexibility makes it possible to develop a highly relevant organizational capability such as ambidexterity. The study’s limitations are the analysis technique utilized (it assumes linearity between latent variables) and that the research only explores the hotel industry.

HR managers need to consider that HR flexibility contributes to developing organizational ambidexterity and the ability to combine the learning of exploration and exploitation, which affects the firm’s performance and, therefore its competitiveness.

The results of this study can contribute to broaden the knowledge about the impact of HR flexibility on performance. In fact, the studies on HR flexibility performed so far have focused on analysing the role played by that flexibility as a mediator variable between high performance work system and performance. This work goes one step further, trying to examine the extent to which HR flexibility influences the ability to undertake exploitation and exploration processes at the same time. This paper, thus, stresses the strategic role that HRs play within organizations, insofar as their flexibility makes it possible to develop a highly relevant organizational capability as is ambidexterity.

The contingency theory holds that organizations in fit have higher performance levels than those in misfit. However, the results obtained in previous research works are far from homogeneous. The purpose of this study is to compare various fit perspectives seeking to check whether or not the divergence in results might derive from the use of different types of fit. The findings in this paper largely fail to confirm the fit‐performance links described in the traditional contingency theory. Some arguments are proposed in an attempt to explain this fact.

A central theme in the strategic groups literature is the theoretical relationship between groups and firm performance. The empirical evidence is conflicting, however. The aim of this research is to study this linkage through two analyses. Thus, the analysis that has been traditionally used – performance differences between groups – is complemented with an analysis of performance differences within each group. To set up strategic groups, we analyze firms operating in the construction industry, using specific variables associated with generic strategies.

This study has a twofold purpose: to identify the competitive strategies and advantages of hotels located in the province of Alicante (Spain); and to inform hotel managers about how some key strategic variables (size, type of hotel management, category and competitive advantage) impact on hotel performance.

A study of the population was carried out using a questionnaire addressed to hotel managers. A principal components factor analysis was performed to identify business strategies. In addition, hotels were grouped together according to the key strategic variables and the degree of development of the different business strategies implemented.

A comparative study of the performance levels achieved by each strategic group was carried out for the purpose of checking whether any of them produced significantly higher performance levels. In the light of the results, if hotels are to achieve higher performance levels, they should preferably be medium or large sized, belong to a chain, increase their category and base their competitive strategy on improvement and dimension.

Strategic groups simplify the complex strategic reality in which hotel managers develop their professional activity. Thanks to the creation of these groups, managers acquire an aggregate knowledge of the business strategies and advantages of the hotels operating around their establishments and can equally be aware of the performance levels reached in each group analysed. This information also allows hotel managers to identify the strategic variables which must be developed to avoid being left behind inside their group in competitive terms or to join a different group which they may eventually consider more interesting in terms of strategy or performance.

This study provides a method to identify strategies and competitive advantages within the hotel industry and additionally suggests strategic actions for hotel managers to improve firm performance.