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This study employs a sequential mixed methods design to examine the dynamic roles of leadership, customer orientation, and customer collaboration on the innovation capability and performance of Malaysian hotels. An exploratory qualitative assessment based on semi-structured interviews was conducted to provide a comprehensive understanding of the contextual environment and establish a robust conceptual framework. A confirmatory survey among Malaysian hotel managers allowed for the empirical testing of the hypotheses. The results suggest that customer orientation is a key element that directly promotes hotels' innovation capabilities. The results further show that the influence of customer collaboration on innovation can be enhanced by a transformational leader. Improvements in innovation capabilities have lasting effects on hotel performance, underscoring their strategic importance in the dynamic hospitality sector. These findings offer important implications for top management and decision-making personnel seeking to leverage innovation as a means of improving performance and gaining a competitive edge. [ABSTRACT FROM AUTHOR]

Few industries are as inherently international as the hotel industry. This article sets out to investigate the impact of internationalization on performance in the hotel industry. Building on the theory of organizational learning the authors test several hypotheses regarding the shape of the internationalization-performance relationship as well as the impact of four moderating variables. In line with the research aim and the underlying dynamism of organizational learning theory, these hypotheses are tested using a dynamic Bayesian model. The results indicate that internationalization has a U-shaped impact on hotel performance, moderated by cultural distance, regulations and restrictions and the level of development congruence. The authors discuss the implications of these findings for practice and provide directions for future research. [ABSTRACT FROM AUTHOR]