Loading and variance inflation factor (VIFs)
| Constructs | Sub-construct | Items | Loading | VIF |
|---|---|---|---|---|
| Organizational Resilience Capabilities | Source: Arias-Pérez and Vélez-Jaramillo (2022), Choi et al. (2018) | |||
| Artificial Intelligence capability | AI1. Business partners (suppliers, customers, etc.) had to adopt artificial intelligence | 0.913 | 2.781 | |
| AI2. There is a demand for the introduction of artificial intelligence by major companies | 0.922 | 3.146 | ||
| AI3. There is increasing pressure in the sector to adopt artificial intelligence | 0.918 | 2.964 | ||
| Source: Akter et al. (2021) | ||||
| Cognitive Analytic Information | MI1. I have access to cognitive analytics information about the services | 0.928 | 3.323 | |
| MI2. I have access to cognitive analytics information about related service processes and procedures | 0.933 | 3.594 | ||
| MI3. I have access to cognitive analytics information about what services are in demand | 0.928 | 3.349 | ||
| Cognitive Analytic Technology | MT1. My hotel provides me with cognitive analytics technologies to deliver services | 0.899 | 2.573 | |
| MT2. My hotel regularly invests in upgrading cognitive analytics technologies to provide services | 0.942 | 4.463 | ||
| MT3. My hotel provides cognitive analytics technologies that are equal to or better than another hotel to provide services | 0.944 | 4.495 | ||
| Source: Kump et al. (2019) | ||||
| Sensing Capability | SE1. Our hotel knows the best practices in the market. | 0.823 | 2.283 | |
| SE2. Our hotel is up-to-date on the current market situation | 0.869 | 3.093 | ||
| SE3. Our hotel systematically searches for information on the current market situation | 0.867 | 2.973 | ||
| SE4. As a hotel, we know how to access new information | 0.85 | 3.241 | ||
| SE5. Our hotel always has an eye on our competitors' activities | 0.797 | 2.283 | ||
| SE6. Our hotels quickly notice changes in the market. | 0.808 | 2.357 | ||
| Seizing Capability | SZ1. Our hotel can quickly relate to new knowledge from the outside | 0.891 | 2.927 | |
| SZ2. We recognize what new information can be utilized in our hotel | 0.917 | 3.707 | ||
| SZ3. Our hotel is capable of turning new technological knowledge into process and product innovation | 0.923 | 3.987 | ||
| SZ4. Current information leads to the development of new services | 0.936 | 4.639 | ||
| Reconfiguring Capability | T1. By defining clear responsibilities, we successfully implement plans for changes in our hotel | 0.812 | 2.261 | |
| T2. Even when unforeseen interruptions occur, change projects are seen through consistently in our hotel | 0.91 | 4.332 | ||
| T3. Decisions on planned changes are pursued consistently in our hotel | 0.867 | 3.095 | ||
| T4. In the past, we have demonstrated our strengths in implementing changes | 0.926 | 5.041 | ||
| T5. In our hotel, change projects can be put into practice alongside the daily business | 0.905 | 4.495 | ||
| T6. In our hotel, plans for change can be flexibly adapted to the current situation | 0.918 | 4.869 | ||
| Institutional Pressures | Source: Kauppi and Luzzini (2022) | |||
| Coercive Pressure | MP1. Our major external customers frequently request that we adopt specific practices or initiatives as part of our health and safety procedures | 0.917 | 2.946 | |
| MP2. Our hotel's major customers may withhold their reservations if we fail to meet their requests to implement certain practices or initiatives, such as enhanced health and safety measures | 0.91 | 2.825 | ||
| MP3. Our hotel's major suppliers may withhold their contracts if we do not comply with their requests to adopt specific practices or initiatives related to health and safety protocols | 0.796 | 1.584 | ||
| Normative Pressure | NP1. Our employees' behavior, procedures, and practices are shaped by the guidelines and tools recommended by the World Health Organization and government health protocols | 0.919 | 4.199 | |
| NP2. We rely on academic research to identify and implement effective health and safety procedures | 0.954 | 6.277 | ||
| NP3. It is clear that certain health and safety procedures are becoming standard practices within our industry | 0.927 | 5.493 | ||
| NP4. The insights and recommendations from consulting hotels and external auditors on best practices significantly influence our operational procedures | 0.875 | 2.756 | ||
| Mimetic Pressure | TIC1. We closely monitor the practices and procedures that appear to benefit our competitors and industry peers | 0.949 | 4.575 | |
| TIC2. We actively benchmark the practices and performance of our main competitors and peers to stay competitive | 0.951 | 4.84 | ||
| TIC3. We pay close attention to the practices and procedures implemented by our key competitors to identify opportunities for improvement | 0.952 | 4.857 | ||
| Hotel's Performance | Source: Chatzoudes et al. (2022), Naidoo (2010), Kellermanns and Eddleston (2007), Zacca and Dayan (2018) | |||
| Growth | G1. The hotel's expansion is a positive development | 0.787 | 2.227 | |
| G2. The hotel's sales growth has been satisfactory | 0.897 | 4.347 | ||
| G3. The hotel's market share growth has been satisfactory | 0.864 | 3.735 | ||
| G4. The growth in the number of employees has been appropriate for the hotel's needs | 0.853 | 3.469 | ||
| G5. The hotel's profitability growth has been reasonable | 0.863 | 3.485 | ||
| G6. The profit margin on sales is adequate | 0.884 | 4.229 | ||
| G7. The hotel can fund its growth through internally generated profits | 0.898 | 5.096 | ||
| G8. The hotel's internal development efforts have been effective | 0.891 | 4.798 | ||
| G9. The hotel's occupancy rate has been satisfactory | 0.861 | 3.287 | ||
| Survival | SC1. My hotel has successfully navigated recent challenges and remains operational | 0.817 | 2.625 | |
| SC2. My hotel has the resilience to withstand the current economic difficulties | 0.848 | 3.06 | ||
| SC3. My hotel is well-positioned to address the recent slowdown in business activity | 0.902 | 4.257 | ||
| SC4. Sales volume has decreased over the last three months due to external factors, but I am confident it will rebound to previous levels | 0.808 | 2.338 | ||
| SF1. My hotel will survive any future infectious disease crisis | 0.91 | 5.156 | ||
| SF2. My hotel has the resilience to withstand the challenges posed by a future infectious disease crisis | 0.918 | 5.297 | ||
| SF3. My hotel is well-prepared to address potential slowdowns in business activity resulting from a future infectious disease crisis | 0.877 | 3.509 | ||
| SF4. In the event of a future infectious disease crisis, even if sales volume declines over three months, my hotel will manage to rebound sales to pre-crisis levels | 0.863 | 3.197 | ||
| Constructs | Sub-construct | Items | Loading | VIF |
|---|---|---|---|---|
| Organizational Resilience Capabilities | ||||
| Artificial Intelligence capability | AI1. Business partners (suppliers, customers, etc.) had to adopt artificial intelligence | 0.913 | 2.781 | |
| AI2. There is a demand for the introduction of artificial intelligence by major companies | 0.922 | 3.146 | ||
| AI3. There is increasing pressure in the sector to adopt artificial intelligence | 0.918 | 2.964 | ||
| Cognitive Analytic Information | MI1. I have access to cognitive analytics information about the services | 0.928 | 3.323 | |
| MI2. I have access to cognitive analytics information about related service processes and procedures | 0.933 | 3.594 | ||
| MI3. I have access to cognitive analytics information about what services are in demand | 0.928 | 3.349 | ||
| Cognitive Analytic Technology | MT1. My hotel provides me with cognitive analytics technologies to deliver services | 0.899 | 2.573 | |
| MT2. My hotel regularly invests in upgrading cognitive analytics technologies to provide services | 0.942 | 4.463 | ||
| MT3. My hotel provides cognitive analytics technologies that are equal to or better than another hotel to provide services | 0.944 | 4.495 | ||
| Sensing Capability | SE1. Our hotel knows the best practices in the market. | 0.823 | 2.283 | |
| SE2. Our hotel is up-to-date on the current market situation | 0.869 | 3.093 | ||
| SE3. Our hotel systematically searches for information on the current market situation | 0.867 | 2.973 | ||
| SE4. As a hotel, we know how to access new information | 0.85 | 3.241 | ||
| SE5. Our hotel always has an eye on our competitors' activities | 0.797 | 2.283 | ||
| SE6. Our hotels quickly notice changes in the market. | 0.808 | 2.357 | ||
| Seizing Capability | SZ1. Our hotel can quickly relate to new knowledge from the outside | 0.891 | 2.927 | |
| SZ2. We recognize what new information can be utilized in our hotel | 0.917 | 3.707 | ||
| SZ3. Our hotel is capable of turning new technological knowledge into process and product innovation | 0.923 | 3.987 | ||
| SZ4. Current information leads to the development of new services | 0.936 | 4.639 | ||
| Reconfiguring Capability | T1. By defining clear responsibilities, we successfully implement plans for changes in our hotel | 0.812 | 2.261 | |
| T2. Even when unforeseen interruptions occur, change projects are seen through consistently in our hotel | 0.91 | 4.332 | ||
| T3. Decisions on planned changes are pursued consistently in our hotel | 0.867 | 3.095 | ||
| T4. In the past, we have demonstrated our strengths in implementing changes | 0.926 | 5.041 | ||
| T5. In our hotel, change projects can be put into practice alongside the daily business | 0.905 | 4.495 | ||
| T6. In our hotel, plans for change can be flexibly adapted to the current situation | 0.918 | 4.869 | ||
| Institutional Pressures | ||||
| Coercive Pressure | MP1. Our major external customers frequently request that we adopt specific practices or initiatives as part of our health and safety procedures | 0.917 | 2.946 | |
| MP2. Our hotel's major customers may withhold their reservations if we fail to meet their requests to implement certain practices or initiatives, such as enhanced health and safety measures | 0.91 | 2.825 | ||
| MP3. Our hotel's major suppliers may withhold their contracts if we do not comply with their requests to adopt specific practices or initiatives related to health and safety protocols | 0.796 | 1.584 | ||
| Normative Pressure | NP1. Our employees' behavior, procedures, and practices are shaped by the guidelines and tools recommended by the World Health Organization and government health protocols | 0.919 | 4.199 | |
| NP2. We rely on academic research to identify and implement effective health and safety procedures | 0.954 | 6.277 | ||
| NP3. It is clear that certain health and safety procedures are becoming standard practices within our industry | 0.927 | 5.493 | ||
| NP4. The insights and recommendations from consulting hotels and external auditors on best practices significantly influence our operational procedures | 0.875 | 2.756 | ||
| Mimetic Pressure | TIC1. We closely monitor the practices and procedures that appear to benefit our competitors and industry peers | 0.949 | 4.575 | |
| TIC2. We actively benchmark the practices and performance of our main competitors and peers to stay competitive | 0.951 | 4.84 | ||
| TIC3. We pay close attention to the practices and procedures implemented by our key competitors to identify opportunities for improvement | 0.952 | 4.857 | ||
| Hotel's Performance | ||||
| Growth | G1. The hotel's expansion is a positive development | 0.787 | 2.227 | |
| G2. The hotel's sales growth has been satisfactory | 0.897 | 4.347 | ||
| G3. The hotel's market share growth has been satisfactory | 0.864 | 3.735 | ||
| G4. The growth in the number of employees has been appropriate for the hotel's needs | 0.853 | 3.469 | ||
| G5. The hotel's profitability growth has been reasonable | 0.863 | 3.485 | ||
| G6. The profit margin on sales is adequate | 0.884 | 4.229 | ||
| G7. The hotel can fund its growth through internally generated profits | 0.898 | 5.096 | ||
| G8. The hotel's internal development efforts have been effective | 0.891 | 4.798 | ||
| G9. The hotel's occupancy rate has been satisfactory | 0.861 | 3.287 | ||
| Survival | SC1. My hotel has successfully navigated recent challenges and remains operational | 0.817 | 2.625 | |
| SC2. My hotel has the resilience to withstand the current economic difficulties | 0.848 | 3.06 | ||
| SC3. My hotel is well-positioned to address the recent slowdown in business activity | 0.902 | 4.257 | ||
| SC4. Sales volume has decreased over the last three months due to external factors, but I am confident it will rebound to previous levels | 0.808 | 2.338 | ||
| SF1. My hotel will survive any future infectious disease crisis | 0.91 | 5.156 | ||
| SF2. My hotel has the resilience to withstand the challenges posed by a future infectious disease crisis | 0.918 | 5.297 | ||
| SF3. My hotel is well-prepared to address potential slowdowns in business activity resulting from a future infectious disease crisis | 0.877 | 3.509 | ||
| SF4. In the event of a future infectious disease crisis, even if sales volume declines over three months, my hotel will manage to rebound sales to pre-crisis levels | 0.863 | 3.197 | ||
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.