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The aim of the present study is to synthesise the main aspects associated with human resources and their influence on the success or failure of strategic alliances. With this purpose, and starting from the strategic process of co‐operation, we analysed the role played by such variables as the management and leadership system, and the corporate culture or human resources practices in general in the formulation and implementation of an agreement. The study was carried out both from the perspective of the co‐operating firm and from the alliance's point of view. It also considers the particular characteristics of international alliances and its influence on the human resources management and the corporate culture.

The aim of the paper is to identify which variables of training policy have a significant and positive impact on organisational performance.

A targeted literature review was conducted to identify and collate a comprehensive range of human resource management and training conceptualisations/investigations. This was the basis for the approach to contrast hypotheses. The paper used a sample of Spanish companies and the method of analysis was regression.

The results obtained in this paper do suggest that the training policy positively correlates with organisational performance, both using objective result measures (productivity and financial performance) and in the subjective measure of perceived financial performance and in intermediate result measures.

The study was confined to the analysis of a single Spanish region, and specifically referred to its hotel industry, which means that the results obtained must be situated within that specific context examined. To this must be added that the data were collected from a single source (CEOs) and, of course, it would have been more appropriate to use data from multiple sources.

From an academic point‐of‐view, the research initiative presented here is placed within the new line of development for research into training and performance that tries to overcome the restrictions faced in other publications, trying to go one step further in the search for more specific connections between human resources and performance. From a practical viewpoint, this research work could help hotel entrepreneurs in two ways: first, by providing evidence that the resources allocated by hotel firms to the training of their staff have a positive impact on their profit levels; and second, by showing which variables should be considered to achieve this relationship.

Entrepreneurial orientation is critical to staying ahead in the current competitive hospitality industry. Drawing on the theories of social capital, socioemotional wealth and upper echelons, this study aims to highlight the mechanisms through which CEO servant leadership enhances entrepreneurial orientation. Moreover, this paper examines (1) the mediating role of internal social capital in the CEO servant leadership–entrepreneurial orientation relationship and (2) the moderating role of family and non-family firms.

Our hospitality industry sample frame was based on several databases (SABI, Camerdata, INE). Large and medium-sized hotels with more than 30 employees in the Canary and Balearic Islands (Spain) were targeted. After eliminating duplicate cases and entities no longer in business, 597 hotels remained. Complete information was obtained for 176 hotels. To test our hypotheses, structural equation modeling based on partial least squares (PLS) and Smart PLS 4 was used.

Our results revealed that CEO servant leadership was positive for entrepreneurial orientation, mediated by internal social capital through its three dimensions: structural, relational and cognitive. In addition, the results also showed that the relationships observed were generally stronger in family firms than in non-family firms.

Our study shows that CEOs of family and non-family firms can improve the practice of servant leadership through implementing appropriate management selection and training policies.

Our findings advance the servant leadership literature, currently dominated by individual- and group-level research, by providing empirical evidence that CEO servant leadership has a positive impact on firm-level variables (internal social capital and entrepreneurial orientation). In addition, using multigroup analysis, we are able to study the moderating role of family and non-family firms.