The behaviour of tourism firms in the area of innovativeness

Figures & data

Table 1. Travel and tourism total contribution to GDP and to employment (share %).

Figure 1. Innovativeness indexes.

Source: Figure 1 is designed based on World Data Atlas, available at http://www3.weforum.org/docs/WEF_GlobalCompetitivenessReport_2013-14.pdf (accessed 28 November 2014).

Table 2. Descriptive statistics and results for Principal Component Factor Analysis.

	MEAN	SD	Factor loadings	Cronbach alpha coefficient
Innovativeness				0.844
Technical innovation, based on research results, is readily accepted	3.74	0.917	0.820
Management actively seeks innovative ideas	4.21	0.823	0.827
Innovation is readily accepted in programme/project management	4.01	0.888	0.793
People are rewarded for new ideas that work well	3.56	1.077	0.677
Innovation is perceived as constructive and is actively accepted	4.15	0.815	0.845
Total	3.93	0.713
Market orientation				0.828
Customer orientation
Firm plays close attention to after-sales services	3.73	0.844	0.474
Business objectives driven by customer satisfaction	4.75	0.508	0.795
Competitive advantage is based on understanding customers’ needs	4.57	0.635	0.768
Closely monitoring and assessing customer satisfaction	4.30	0.863	0.715
Business strategies driven by the goal of increasing customer value	4.35	0.736	0.744
Competitor orientation
Salespersons share information about competitor information	3.92	0.910	0.558
Rapid response to competitive actions	3.65	0.923	0.561
Top management regularly discusses competitors’ strengths and weaknesses	3.79	0.863	0.630
Customers are targeted when an opportunity for competitive advantage arises	4.52	0.689	0.716
Total	4.17	0.510
Entrepreneurial orientation				0.769
Risk-taking propensity
In general, the top management has a strong proclivity for high-risk projects with chances of very high returns	2.88	1.031	0.866
In general, the top management of our company believes that bold, wide-ranging acts are necessary to achieve the firm’s opportunities	3.55	0.934	0.806
Adopting a bold, aggressive posture in order to maximise the probability of exploiting potential opportunities when confronted with decision-making situations involving uncertainty	3.01	0.913	0.862
Proactiveness
In dealing with its competitors, our company is usually the first one to introduce new product/services, administrative techniques, operating technologies, etc.	3.87	0.833	0.505
Our company wants to be better than our competitors	4.21	0.768	0.484
Total	3.50	0.648
Performance				0.919
Over the past 3 years more market share than our competitors	3.66	0.969	0.906
Over the past 3 years more market growth rate than our competitors	3.57	0.884	0.959
Over the past 3 years more profitability than our competitors	3.42	0.990	0.923
Total	3.54	0.879

Source: Authors.

Figure 2. The model of innovativeness in tourism.

Source: Authors.