Volume 12 - Issue 64
/ April 2023
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DOI: https://doi.org/10.34069/AI/2023.64.04.2
How to Cite:
García-Leonard, Y., Sorhegui-Ortega, R., & Vergara-Romero, A. (2023). Dynamic capacities and the influence on the innovative
potential of urban hotels. Amazonia Investiga, 12(64), 19-27. https://doi.org/10.34069/AI/2023.64.04.2
Dynamic capacities and the influence on the innovative potential of
urban hotels
Capacidades dinámicas y la influencia en el potencial innovador de hoteles urbanos
Received: January 15, 2023 Accepted: March 30, 2023
Written by:
Yureidys García-Leonard1
https://orcid.org/0000-0001-6383-9493
Rafael Sorhegui-Ortega2
https://orcid.org/0000-0001-7882-5246
Arnaldo Vergara-Romero3
https://orcid.org/0000-0001-8503-3685
Abstract
The irruption in the theory of intangible assets, as
one of the essential resources of the
contemporary organization, places innovation
management at the center of organizational
strategies. Several approaches are used to study
innovation from a business perspective;
however, the Theory of Resources and
Capacities gains strength to understand the
organization. It specializes in knowledge
management, the dynamics approach, and the
capacity for innovation. That is why this article
analyzes the state of development of dynamic
capabilities in hotels in the city of the destination
Havana and its effect on their innovative
performance. For this, the emotional capacities
are defined, and the indicators to be measured are
established, taking into account the
particularities of the accommodation activity. As
a result, it is possible to determine the state of the
dynamic capacities, and the influence of these on
the innovative performance of the hotels studied
is analyzed. As well as the viability of the Theory
of Resources and Capacities to promote
innovation in hotels.
Keywords: Dynamic capabilities, innovation
management, innovative potential, hotel
innovation.
1
Magister en Economía, Docente Titular, Universidad de La Habana, Cuba.
2
Doctor en Ciencias Económicas. Docente-Investigador, Universidad Bolivariana del Ecuador, Ecuador.
3
Magister en Economía, Docente-Investigador de tiempo completo, Universidad Ecotec, Samborondón, Ecuador. (Autor de
correspondencia).
20
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Introduction
The constant changes on an international scale in
terms of the behavior of economic,
technological, and social variables constitute
factors that companies need to develop through
adaptive mechanisms that allow them to
rearrange their objectives and solve the problems
associated with profitability and permanence of
the market and competitiveness.
Strategic thinking is the ideal mechanism for
companies to accommodate themselves in a
changing environment and, in turn, provide
answers to social needs in a logic of expanded
reproduction of their organizational resources
through value creation. However, from 1980 to
the end of the 20th century, various studies on
organizational performance focused more on the
organization's interior, as pointed out by the
Theory of Resources and Capacities (TRC), and
defended that the approach of Dynamic
Capacities is a specialization of it.
The issue of capabilities is essential in the study,
considering that several authors point out that
innovation involves the development of business
capabilities.
Thus, it is interesting to establish in the article the
usefulness of the TRC in managing organizations
as a paradigm for developing innovation.
Fong Reynoso et al., (2017) show that the central
CRT studies focus on capabilities and their
construction and work with micro-foundations.
Innovation is also positioned, thus allowing us to
establish parallelism with the thesis that he
defends that innovation in companies and their
management is intrinsically associated with
capacities, resources, and the establishment of
routines.
Studies carried out by Sundbog & Gallouj (2000)
and Hanaysha et al., (2022) point out that aspects
such as the low productivity of the factors, the
recognition of being little capital-intensive
activities in the services sector, added to the
criterion of Sirilli & Evangelista (1998), of the
importance of the atomicity of the market of this
type of company, are factors that hinder the
research and development processes. Correctly
in the tourist activity, Orfila-Sintes et al., (2005)
point out that the association of hotels with
different chains that manage their operation, as
well as their category, are variables to take into
account in the analysis of innovation in hotels
themselves.
In this sense, accommodation entities need to
emphasize the development of capacities that
make it easier for the organization to solidify
innovative dynamics in response to changes in
demand and the degree of technological
development reached by destinations.
Theoretical References
By establishing the Theory of Resources and
Capacities (TRC) as a methodological reference
for research, we adjust to what Sáez de Viteri
(2000) proposes, which establishes as strategic
assets: capacities, resources, and routines since
they Yes, they support the core competencies of
the organization. The author calls this triad value
generator and recognizes that having resources in
the company alone does not ensure success; like
other authors for Sáez de Viteri, creating
organizational capacities is essential to make
resources generate value.
The TRC explains the company as a structure of
intangible and tangible resources that allow
establishing differences in productivity and value
in the market, impacting competitiveness. This
theory is based on the heterogeneity of resources;
in the opinion of the authors, the TRC, as a
methodological proposal, is aligned with the
postulates of economic evolutionism by giving
importance to the cumulative nature of economic
processes, being the logic that should prevail in
the solidification of capacities in the organization
as suggested by the TRC.
On the other hand, from evolutionism, the
company's behavior is analyzed using its
resources to compete. The parallelism of this
current with Darwin's theory supposes the
companies as those in charge of transmitting the
inheritance in the market through routines. In this
school, the neo-Shumpeterians explain
innovation as changes in business routines.
Yoguel et al., (2013) point out that the postulates
of the neo-Shumpeterians are consistent with the
CRT and dynamic capabilities.
The reason for which it is established is that,
when analyzing innovation from companies,
evolutionism provides a broad conceptual
framework. It establishes principles taken up in
the TRC and dynamic capabilities, a business
philosophy defended to develop innovative
performance in organizations suffering from this
practice.
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From the TRC, capacity is related to the
development of skills. Vivas-López (2013)
associates the issue of capabilities with
establishing a new approach of Dynamic
Capacities, based on the studies of Teece (2018),
which raises the mechanisms that a company
develops to reconfigure itself constantly. Teece
(2018) views the organization as a hierarchy of
routines that evolves towards more dynamic
capabilities (Vergara-Romero et al., 2022).
The dynamic capacity-building approach
emphasizes, as pointed out by Vivas-López
(2013), Garzón Castriilón (2017), and Teece
(2018), the skills that organizations can develop
to reconfigure themselves through creating new
products and processes and adapting to the
environment. Thus, creating new performances
within the organization is a product of
innovation.
Due to the above, it is difficult to separate the
relationship between dynamic capabilities and
innovation. Following the line of Vivas-López
(2013), the dynamic capabilities approach can be
considered as an extension of the CRT, which
improves one of its limitations such as a static
approach; this limitation is overcome by the
continuum proposed by the approach of dynamic
capabilities (Analuisa-Aroca et al., 2023), how
new capabilities create routines and vice versa,
so the organization is in a constant exercise of
creating new hierarchies of routines.
Zapata Rotundo (2020) states that this new
approach undoubtedly allows the organization to
adapt to the changing environment through
innovation. Hence both Garzón Castrillón (2017)
and Zapata Rotundo (2020) consider the
innovation capacity as a dynamic capacity nature
to the extent that it is defined as the company's
ability to create and improve goods and
processes, depending on the nature of its activity
(Macas-Acosta et al., 2023; Romero-Subia et al.,
2022).
Álvarez-Melgarejo & Torres-Barreto (2022),
Aguilar Zambrano & Yepes (2006), and Robert
& Yoguel (2010) argue that the most significant
consensus regarding what can be identified as
dynamic capacity is found in recognition of four
types: absorption capacity (Acosta Prado &
Fischer, 2013; Crespi et al., 2016), adaptation
capacity (Dávila, 2013; Yoguel et al., 2013) and
learning capacity (Garzón Castrillón, 2017;
Miranda Torrez, 2015). Álvarez-Aros &
Bernal-Torres (2017), Teece (2018), and
Zea-Fernández et al. (2020), within their
qualifications, add to the previous capacities to
the capacity for innovation.
The perspective of managing under the approach
of creating dynamic capacities fulfills a double
purpose in organizations, adaptation and
creation. In this sense, companies associated with
tourism deserve to incorporate this practice into
their work because, like the rest of the
companies, They find themselves in the dilemma
of offering new experiences, in this specific case,
to a traveler who has tourism that moves away
from the conventional. Thus, they need to
develop what we could call a vice for innovation.
The preceding leads us to inquire about dynamic
capacities in Havana's four- and five-star city
hotels.
Methodology
In order to study the behavior of dynamic
capacities in city accommodation entities in
Havana, we decided to measure the current state
using Sepúlveda's (2008) methodology, known
as the Biogram. Although this methodology was
originally designed to measure the degree of
sustainable development across various
territories, it enables us to visualize the
performance level of our unit of analysis. For this
study, we also considered the contributions made
by Parra Cárdenas & Frías Jiménez (2021) in
order to measure the competitiveness of tourist
destinations.
Based on what Sepúlveda (2008) establishes, his
calculation methodology is adopted, taking as the
unit of analysis the Tourism sector in the
destination Havana, for the investigation of the
dynamic capacities represented the dimensions
of the four capacities that the literature
recognizes as dynamic:
D1, absorptive capacity.
D2, adaptability.
D3, learning ability.
D4, innovation capacity.
In the specific case of the investigation, its form
of calculation of indices by dimensions is used to
measure the state of progress of the dynamic
capacities in the accommodation entities. Figure
1 shows the work algorithm.
The previous figure shows the methodological
trajectory followed in the field study. The first
step of the work is based on the contributions
made by: Echeverría (2008), Zapata Rotundo
(2020), and Zea-Fernández et al., (2020); this
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allowed the elaboration of the questionnaire used
to form the database. This instrument was
validated and yielded a coefficient of
concordance, according to Kendall (0.71). In
addition, the reliability was demonstrated with a
Cronbach's Alpha of (0.98). These calculations
were made with the use of SPSS.
Figure 1. Methodological Trajectory
Source: Ownership.
The methodology establishes the standardization
of the indicators and defines their positive or
negative relationship with the innovation
management process of the hosting entity. In the
case of the study presented, a positive
relationship is established, and they are
standardized using the formula:
󰇛󰇜
The first step is to calculate the relative
achievements, for which formula one is
followed:
󰇛󰇜
󰇛󰇜󰇛󰇜
The second step is to obtain the weighted
synthetic index using the following expression:
(1)
(2)
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 󰇛󰇜
 
Where : Weighting factor k=1,…, n.
The previous formula is proposed by
Parra Cárdenas & Frías Jiménez (2021) in their
procedure designed to evaluate the
competitiveness of tourist destinations, which,
unlike the Biogram that uses an average of the
indicators per dimension, proposes to work with
a weighting factor, for that matter, each capacity
was applied the same weighting factor on the
assumption that the four contribute equally to the
development of dynamic capacities.
Results
Based on the studies by Zapata Rotundo (2020)
and Zea-Fernández et al., (2020), the result of the
four recognized capacities was obtained:
Absorptive Capacity, Adaptive Capacity,
Learning Capacity, and Innovation Capacity.
In the case of research, it is a way of relating the
development of dynamic capabilities to
innovation, defined as follows:
• Absorptive Capacity is related to
identifying, assimilating, and exploiting
external knowledge. Our study is based on
that company's ability to technological
surveillance, which allows it to assimilate
and incorporate technologies and methods
from other economic activities.
• Learning Capacity: the creation of
knowledge materialized in better
performance; the lodging activity is carried
out without business structures for research
and development. In the research, the
performance of the hotels is measured by
analyzing the behavior of the development
of new processes and the establishment of
new work methods that entails the
development of internal learning processes.
• Adaptability: relates to the strategic
behavior of the organization and its ability to
manage change by incorporating
management models that promote a
prospective approach.
• Innovation Capacity: Execution of
innovation activities according to the Oslo
Manual (Echeverría, 2008; Márquez-Carriel
et al., 2023). Said proposal is adjusted to the
operation of the hotels.
Table 1 shows the dimensions and indicators
measured to evaluate the development of
dynamic capacities in the Hotels evaluated in the
Havana destination, and this was selected from
the operation of the lodging activity itself.
Table 1.
Dimensions and indicators to measure dynamic capacities
Dimensions
Indicators
Absorption Capacity
% who consider it necessary to carry out the study of technologies.
Efficient exploitation that generates the information from the databases used.
Frequent use of prospective technology analysis.
Frequency of studies of applied technologies in other sectors.
Application of benchmarking in management.
Monitoring of government policies on R+D+i.
Social Media Monitoring.
Innovation Capacity
Existence of innovation projects.
Links with other entities for innovation projects.
Results of product innovation projects.
Results of process innovation projects.
Results of innovation projects obtaining patents.
Results of innovation projects production of software for marketing or administration.
Results of innovation projects publication of scientific articles.
Participation in science and technology events.
Publication of scientific results.
Participation in new product and process design activities.
Formation of work teams for the design of new products.
Importance of carrying out R&D.
Importance of training.
Importance of organizational changes.
Importance of design.
Marketing importance.
Adaptability
Existence of leadership.
Motivation for creation.
Inspiring Address.
(3)
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Participatory decision-making.
Activities that promote learning.
Organization of meetings for hotel management.
Risk management culture in decision making.
Management tolerance for performance errors.
Participation of the hotel in work networks.
Monitoring system and interface with the end customer.
Hotel strategic process and its relationship with operational activities.
Workshops to generate new ideas.
Learning capacity
New business concept.
Infrastructure changes.
New designs.
Results in back-office process.
Results in the front office.
Results in new methods and techniques.
Source: Ownership.
Table 1 shows the selected indicators studied,
taking into account the constructs of innovation
contextualized in accommodation organizations,
always keeping in mind that one of the motives
for the inquiry is to establish the relationship
between the development of dynamic capabilities
and the innovative performance of the hotels
studied.
Six hotels were chosen; three are four stars, and
with the same proportion of five-star hotels
chosen, five work under the management
contract modality, and only one operates as its
brand.
With the fulfillment of steps one and two,
referred to above, it was obtained that the
dimensions (capacities) evaluated yielded
deteriorated values of the state of development of
the dynamic capacities in the six hotels
evaluated. Figure 2 shows the results of the
Indices by capacity, according to the criteria of
Sepúlveda (2008), classified in a collapse
situation.
Figure 2. Index value calculated by dynamic capacity evaluated
Source: Ownership.
Researchers on the subject of innovation in hotels
emphasize the star hotel categories and the
imprint that the different types of administration
can leave according to hotel groups. It does not
constitute an essential variable in the studied case
since there is no difference in the individual
behavior of the cases studied.
A more in-depth study of the results shows that
this behavior responds to the existence of
indicators evaluated at zero because the practices
were not carried out within the entities. Table 2
presents the main problems that exist within the
dynamic capacities.
0
0,02
0,04
0,06
0,08
0,1
0,12
0,14
0,16
0,18
Capacidad de
Absorción Capacidad de
Aprendizaje Capacidad de
Adpatación Capacidad de
Innovación
0,0463
0,0622
0,1729
0,068
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Table 2.
Insufficient indicators due to dynamic capacity evaluated
Ability
Deteriorated indicators
Absorption
Use of technology prospective studies.
Study of technological progress in other sectors.
Benchmarking employment.
Innovation
Links for innovation.
Project development.
Project results.
Adaptation
Lack of creativity.
Inspiring address.
Interfaces with the client.
Learning
Results in:
-Back Office.
-Front Office.
-Methods and Techniques.
Source: Ownership.
Conclusions
The study complements other inquiries carried
out by Álvarez Vázquez & García Leonard
(2018), García Leonard et al., (2020), and
García Leonard & Sorhegui Rodríguez (2020),
who argue that the gaps in terms of innovation in
tourism companies in the destination Havana, are
a multifactorial result and highlight the problems
of the deficient culture prone to innovation in
these organizations, focusing management on the
development of technical skills.
The previous results prove deficiencies in
creating and developing capacities and
establishing business routines that promote hotel
innovation.
From the hotels studied, the absorption capacity
is limited to be able to specify the management
of innovation. In another order, the sector needs
transfer mechanisms, absorption, and
assimilation. It is demonstrated that the
management does not cover such expectations
since technological assimilation is a deteriorated
indicator.
Relating dynamic capacity and innovation
involves understanding how we create skills to
meet the demands of the current innovative
process. At this point, another essential construct
is the emigration of innovation models towards
complex ways of conceiving it (projects, spin-
offs) associated with risk reduction, the use of
capital, and human resources in a context where
the degree of socialization of knowledge induces
cooperation.
However, in the study, the skills associated with
cooperation as a shared and social learning
strategy are not exploited in the accommodation
activity in the destination Havana.
The ability to adapt is the one that shows the best
performance, but it does not translate into an
inspiring direction that encourages the creation
of routines, which increases the adaptive
mechanisms of hotels to the environment.
Generally, they tend to perform as rigid and
bureaucratic organizations, counterproductive
characteristics in innovation management as
shown by the low development of learning
capacity.
In summary, there is a logic between the results
in innovation in the hotels of the Havana
destination studied and the development of
dynamic capacities. In general, in tourism and
specifically in the accommodation activity,
innovative performance is deficient, it is one of
the sectors of the economy with the lowest levels
in the development of new products, in the
approval of patents, and there are few
publications. Compared to other economic
branches of the destination studied.
Context variables such as economic trends,
sectoral structures, the unequal degree of capital
endowment, and factor productivity can and do
influence the innovative performance of hotels.
However, it is not decisive. Within organizations,
passive behavior is denoted to incorporate
innovation as one more function.
Organizations need to make innovation activities
systematic, and in this sense, the TRC and the
dynamic capabilities approach constitute a
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practical methodological proposal to incorporate
them into organizational development strategies.
It is shown that hotels must incorporate within
their operations functions associated with
technological surveillance, knowledge
management, and product and process
development. Currently, no business is
developed on conventional bases or extensive
development models. Today, organizations
incorporate technology for new features and the
development of experiences. Without precise,
innovative performance, a technological strategy
is not sustainable and does not settle if
capabilities are not created.
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