The impact of entrepreneurial orientation on competitive advantage: The mediating role of knowledge sharing and market orientation

The impact of entrepreneurial orientation on competitive advantage: The mediating role of knowledge sharing and market orientation | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Article The impact of entrepreneurial orientation on competitive advantage: The mediating role of knowledge sharing and market orientation DAGNU HAILE TESSEMA, Figen YESILADA, Harun ŞEŞEN This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-6769587/v1 This work is licensed under a CC BY 4.0 License Status: Published Journal Publication published 30 Mar, 2026 Read the published version in Humanities and Social Sciences Communications → Version 1 posted 14 You are reading this latest preprint version Abstract Purpose - Using dynamic capability theory as an underpinning, the current research's main objective is to investigate the relationship between entrepreneurial orientation and competitive advantage directly and indirectly through the mediating role of knowledge sharing and market orientation. Design/methodology/approach - Data was collected from managers of 62 hotels with 3-, 4-, and 5-star ratings in Addis Ababa, Ethiopia (n = 185). We used the partial least squares structural equation modeling to analyze the data. Findings - The study's findings revealed that entrepreneurial orientation significantly influences competitive advantage, both directly and through the mediating role of market orientation. However, our research indicates that knowledge sharing does not mediate the relationship between entrepreneurial orientation and competitive advantage. Therefore, our results suggest that the hotel industry, which has entrepreneurial orientation, can also have competitive advantage if it implements a market orientation strategy. Originality/value - This study is unique in establishing a theoretical foundation for the hospitality industry by examining the significance of entrepreneurial orientation for competitive advantage. Moreover, the model contributes to an expanding body of knowledge and dynamic capability theory. Business and commerce/Business and management Social science/Business and management Competitive Advantage Dynamic Capability Theory Entrepreneurial Orientation Knowledge Sharing Market Orientation Figures Figure 1 Figure 2 Figure 3 1. Introduction Although the hospitality industry in Ethiopia is experiencing significant growth due to the increasing number of visitors over time, managerial intervention is still needed to remain competitive in a dynamic and uncertain environment (Agustí et al., 2024; Zeleke & Biwota, 2020). Ethiopia views the hotel industry, along with agriculture and manufacturing, as a crucial avenue for achieving its growth and transformation goals (Berhanu & Raj, 2024). Therefore, knowledge-based marketing plays a crucial role in fostering competitive advantage, which is unique in the competitive hospitality industry due to its imitability, valuableness, and rarity (Muhammad Shafiee, 2021). Furthermore, the tourism sector is actively pursuing novel strategies, inventive frameworks, and effective managerial techniques to ensure sustainable market competitiveness (Hermundsdottir & Aspelund, 2021; Sein & Dmytrenko, 2023). Thus, it is crucial to comprehend how hotels assess and enhance their sustainability performance to remain competitive in the market, considering the United Nation (UN) sustainability agenda (Razzak, 2023). Additionally, understanding how the combination of different factors, such as sustainability and firm resources like knowledge, contributes to achieving market competitiveness is essential (Korsakienė & Raišienė, 2022). Moreover, while the number of entrepreneurial studies is growing, they primarily focus on the manufacturing sector, leaving the hospitality industry with little attention (Jatmiko, 2022; Kallmuenzer et al., 2019; Makhloufi et al., 2024). Furthermore, prior research has demonstrated a substantial relationship between entrepreneurial orientation and competitive advantage in different service industries (Karnowati et al., 2022; Zeebaree & Siron, 2017). Few empirical studies have utilized the notion of entrepreneurial orientation in the field of hospitality (Elgarhy & Abou-Shouk, 2023; Hernández-Perlines, 2016; Taheri et al., 2019). Furthermore, Rizqiyyah et al. (2023) revealed a lack of study the relationship between entrepreneurial orientation (EO) and competitive advantage (CA). Hence, the hotel manager with an EO strategy can foster CA through market orientation (MO), which understands the needs and desires of the customers (Elgarhy & Abou-Shouk 2023). Moreover, despite Ethiopia's reputation as the "New York of Africa" (Worku Tadesse, 2023) and its high number of World Heritage Sites (Berhanu & Raj, 2024; Dibiku, 2023). The hospitality industry overlooked the influence of EO on CA through the mediating role of knowledge sharing (KS) and MO by utilizing dynamic capability theory (DCT). Thus, the primary aim of this study is to fill the existing gap in the body of knowledge and provide insight into the linkage between EO, KS, MO, and CA in the hospitality industry. This study's findings are critical for hotel managers to use in their policy and decision-making processes. Furthermore, this study could have significant implications for organizations attempting to adapt to a more complex and unpredictable business climate. The result of this research also supports managers in using entrepreneurial-oriented techniques such as proactivity, risk-taking, and innovation to maintain a competitive edge in the tourism industry. Moreover, EO can encourage the hospitality industry to be proactive and invent better service systems for customers. Furthermore, managers in the hospitality industry, when equipped with EO, can foster CA by being proactive, taking risks, and being innovative, particularly given the industry's growing and competitive nature. As a result, the finding of the current study has a substantial contribution to DCT and the literature on hospitality. The structure of this research study is as follows: after the introduction, the second section provides a thorough review of the relevant literature and the development of hypotheses. Section 3 explains the methodological process. The fourth section of the paper presents the results and subsequently discusses their implications. We then explore the theoretical and managerial implications and examine the limitations before concluding. 2. Literature review and Hypotheses development 2.1 Dynamic Capability Theory Dynamic capability theory (DCT) is an organization’s ability to perceive and rearrange resources to adjust to a dynamic environment (Wu et al., 2016). DCT is a fundamental concept in contemporary strategic management that emphasizes the crucial importance of flexibility and adaptability within organizations (Praditya & Purwanto, 2024). According to this theory, organizations’ CA does not just come from their current resources but also from their capacity to quickly perceive uncertain environments, take advantage of emerging possibilities, and adjust their internal processes (Christensen, 1997). Dynamic capabilities aid firms in achieving strategic objectives, thereby enhancing their competitive advantage (Bitencourt et al., 2020). These particular capabilities enable hotels to predict market trends, promptly adapt to changing guest preferences, and customize their offers to remain relevant. Hotels can cultivate dynamic capabilities that enhance market share by promoting a culture of learning, fostering cross-functional collaboration, and consistently improving their strategy (Prayag et al., 2024). In summary, dynamic capability theory recognizes entrepreneurial orientation, market orientation, and knowledge sharing as valuable resources that enhance a firm’s ability to adapt, innovate, and achieve competitive advantage (Makhloufi et al., 2021). EO is an intangible organizational strategic resource that fosters competitiveness (Luu, 2021). Therefore, it is suggested that DCT is crucial in connecting EO, KS, MO, and CA, and supports the conceptual model indicated in Fig. 1 . 2.2 Entrepreneurial orientation and Competitive advantage Entrepreneurial orientation refers to the range of strategies that enable a firm to provide innovative services and business models (Covin et al., 2019). The hospitality sector that possesses a high level of entrepreneurial orientation often surpasses its competitors by detecting, emerging, and taking advantage of opportunities (Tang et al., 2020). Prior research has demonstrated a substantial relationship between EO and CA in different service industries (Karnowati et al., 2022; Zeebaree & Siron, 2017). However, Rizqiyyah et al. (2023) revealed a lack of relation between EO and CA. The lack of consistency in findings prompted further research in this area. Furthermore, the dynamic capability theory views entrepreneurial orientation as a valuable resource for organizations, capable of influencing at both the individual and organizational levels (Kiyabo & Isaga, 2020). To clarify, resources can transform an entity from a protective approach to a proactive approach, and from a behavior that is less focused on others to one that is more focused on others. EO operates as a valuable asset within the framework of dynamic capabilities that enhance CA (Liu, 2022). Consequently, the following hypothesis is constructed: H1: EO has a positive and significant influence on CA 2.3 Entrepreneurial orientation and Knowledge sharing Knowledge sharing techniques are crucial for promptly, proactively, and innovatively responding to the dynamic environment (Rohana et al., 2022). Rohana et al. (2022) found a clear relation between internal knowledge sharing within the organization and the development of an entrepreneurial mindset. Makhloufi et al. (2024) revealed that knowledge sharing has a considerable impact on entrepreneurial orientation. Furthermore, Salleh et al. (2018) revealed that entrepreneurial orientation significantly and favorably influences knowledge sharing. However, Hanifah et al. (2022) contended that the relationship between entrepreneurial orientation and knowledge sharing is statistically insignificant. Therefore, the inconsistency in the findings prompts further research on the association between EO and KS. Thus, it is hypothesized that: H2: EO has a positive and significant influence on KS 2.4 Entrepreneurial orientation and Market orientation The academic literature fails to reach a consensus on the dimensionality of entrepreneurial orientation (Martin & Javalgi 2016). According to Covin & Wales (2019), researchers have argued that entrepreneurial orientation is a unidimensional entity. Another perspective posits that entrepreneurial orientation is a complex concept consisting of multiple dimensions. These dimensions include risk-taking, innovativeness, proactiveness, competitive aggressiveness, and autonomy (Lumpkin & Dess, 1996). However, we applied the three EO dimensions (innovative, risk-taking, and proactive) in our present study. Empirical research has indicated that organizations exhibiting a higher degree of entrepreneurial strategic orientation tend to achieve superior performance (Ifa Khoiria Ningrum, 2020). In addition, research has shown a statistically significant association between EO and MO (Acosta et al., 2018). Then, the subsequent hypothesis is formulated: H3: EO has a positive and significant influence on MO 2.5 Market orientation and Knowledge sharing Market orientation is a business approach that places customers as the top priority, making it the fundamental principle of marketing (Ericsson, 2015). A market-oriented firm is better able to discern the needs and desires of its target clients (Handoyo, 2015). Malik and Kanwal describe knowledge sharing as the sharing of, knowledge, experiences, and skills among employees (Malik & Kanwal, 2018). Fitriany et al. (2020) conducted a study that revealed a strong and statistically significant relation between MO and KS. Furthermore, a study by Roshan (2023) demonstrated a distinct and significant association between MO and knowledge management. Hence, the resulting hypothesis is constructed: H4: MO has a positive and significant influence on KS. 2.6 Knowledge sharing and Competitive advantage The knowledge-based view asserts that competitors find it difficult to replicate and transmit knowledge, making it a distinctive resource (Iqbal & Malik, 2019). Prior research has indicated that KS does not have an impact on CA (Riza, 2018). The findings of the study conducted by Kadarusman & Rosyafah (2022) argued that the act of sharing knowledge has a beneficial effect on gaining a competitive advantage. To enhance a company's performance, knowledge sharing is a distinctive intangible asset not readily transmitted (Migdadi, 2020). Therefore, it can be hypothesized that: H5: KS has a positive and significant influence on CA. 2.7 Market orientation and Competitive advantage Narver and Slater (1998) defined market orientation as the organizational culture that effectively and efficiently generates the required behavior to provide superior value for clients, resulting in consistent superior performance for the business. Market orientation allows an organization to build the necessary skills and abilities to outperform its competitors (Ishii & Kikumori, 2024; Kohli & Jaworski, 1990). Prior scholars found a strong and statistically significant relation between MO and CA (Karnowati et al., 2022). Nevertheless, certain researchers have observed contradictory findings. Researchers argued that the association between market orientation and competitive advantage was statistically insignificant (Jatmiko, 2022; Rizqiyyah et al., 2023). This inconsistency also suggests further research regarding the relationship between market orientation and competitive advantage. Accordingly, the justification above leads to the subsequent hypothesis: H6: MO has a positive and significant influence on CA 2.8 The mediating role of Knowledge sharing and Marketing orientation Knowledge sharing has become crucial for improving an organization’s ability to manage knowledge resources and helping individuals achieve business objectives. A previous study by Fitriany et al. (2020) revealed that knowledge sharing acts as a mediator in the interaction between MO and CA. In addition, Ifa Khoiria Ningrum (2020) found a noteworthy mediation role of market orientation in the connection between EO and CA. Furthermore, some authors have suggested incorporating various moderating and mediating variables alongside entrepreneurial orientation to have the maximum positive influence on performance (Abu-Rumman et al., 2021). Therefore, this study utilized marketing orientation and knowledge sharing as mediating variables based on the aforementioned suggestions. Dynamic capability theory asserts that scarce, valuable, difficult to imitate, and non-replaceable resources give rise to competitive advantage (Helfat & Peteraf, 2003). To possess a robust market orientation and knowledge sharing, it is imperative to have an EO that places significant importance on consumer insights, fosters innovation, and promotes adaptation to market dynamics (Wang et al., 2020). Aligning entrepreneurial mindset with outcomes leads to improved resource allocation, enhanced decision-making, and ultimately CA (Correia et al., 2020). Accordingly, the subsequent proposition is developed: H7: KS significantly mediates the association between EO and CA H8: MO significantly mediates the association between EO and CA Figure 1 depicts the Conceptual model integrating the hypothesized linkages. 3. Methodology 3.1 Research design, sample, and procedure The current study employed a cross-sectional design to investigate the direct and indirect impact of entrepreneurial orientation on competitive advantage using dynamic capability theory. Data was obtained from the managers of hotels rated 3, 4, and 5 stars in Addis Ababa, Ethiopia, using convenience sampling. Addis Ababa was selected for this study due to the fact that, it is the headquarters of the African Union (AU), and a popular tourist destination. We have targeted these hotels with star ratings for multiple reasons. First, 1–2 star-rated hotels are less inclined to use EO, MO, and KS culture as strategies to obtain a competitive advantage compared to higher-level hotels. Second, previous studies conducted in Bangladesh (Rabiul et al., 2024) and Cambodia (Rabiul, Karatepe, et al., 2023) also considered hotels with 3-, 4-, and 4-star ratings. To determine the pertinent hotels, we referred to multiple web platforms, such as Booking.com and TripAdvisor, and accounted for their digital ratings. Additionally, we used sources such as hotel websites, hotel management recommendations, and scholarly knowledge within the hotel industry. To collect data, we reached out to the managers of 87 hotels, all with ratings of 3, 4, and 5 stars, given that Booking.com and TripAdvisor provide a total of 87 hotel ratings in Addis Ababa. We gave them a clear explanation of our research's goal. Out of the total of 87 hotel managers, a majority of 62 willingly agreed to respond to the research inquiries. Then, when determining the necessary sample size for non-probability sampling and unknown populations, accurately estimating the overall population poses a challenge (Cohen, 1977). Gorsuch (1983) generally recommends that the sample size for a research study should be 5 to 10 times larger than the number of indicators. Based on this information, a minimum of 110 respondents is required. We determine this calculation by multiplying 22 indicators by 5, which yields a maximum of 220 respondents. Furthermore, Memon et al. (2020) found that conducting research at the organizational level, involving managers required a sample size of 160 to 300 to obtain sufficient observations for statistical analysis using PLS-SEM. Therefore, the data analysis relies on a total of 220 structured questionnaires distributed to managers across all levels. Participants were notified that their identity would always be secured and that any information they submitted would be kept private. Thus, ethical standards are followed. We received 185 replies out of 220 managers, yielding a response rate of 84.1%. As a result, our data is sufficient for this study because it meets the sampling criteria outlined above. 3.2 Measurement It was employed a 5-point Likert-type scale, with a rating of 1 indicating "strongly disagree" and a rating of 5 indicating "strongly agree" for all items related to the construct. The concept of EO encompasses three dimensions, namely innovation, proactivity, and risk-taking. These dimensions, adapted from the works of Miller (1983) and Zeebaree & Siron (2017), consist of three items each. We employed a set of four items adapted from Islam et al. (2024) to assess knowledge sharing. MO consisted of four items adapted from Correia et al. (2020). We adapted and modified a set of five items from Osorio Tinoco et al. (2020) study to measure competitive advantage. 4. Result 4.1 Assessment of measurement model Andersen & Gerbing's (1988) two-stage PLS model was utilized to analyze the structural and measurement models. This research investigated the internal consistency of the measures by employing Cronbach's alpha (CA) and composite reliability (CR). Table I indicates loadings above the minimum threshold of 0.70, as stated by Sarstedt et al. (2021). The Cronbach's alpha value surpasses 0.70, indicating a satisfactory level of reliability. Similarly, the CR value is also over 0.70, which is considered to be within an acceptable range. Therefore, the data demonstrates both internal consistency and reliability. Furthermore, the AVE value surpasses 0.50, which implies the absence of convergent validity issues (Hair et al., 2019; Olaleye et al., 2020) (Refer to Table 1 and Fig. 2 below). Table 1 and Fig. 2 designate the result of the measurement model assessment. Table 1 Reliability and convergent validity Constructs Loadings (λ) CA VIF CR AVE Entrepreneurial orientation Innovation oriented IO 0.842 0.844 0.760 IO1 : “My company emphasizes research and development (R&D), technological change and innovation.” 0.871 2.086 IO2 : “My company is introducing several new product lines or services. 0.875 1.999 IO3 : “My company is radically changing its products or services.” 0.868 1.927 Pro-active PO 0.827 0.847 0.743 PO1 : “My company takes actions that competitors replicate.” 0.898 2.179 PO2 : “My company is often the first to introduce new products/services, new techniques or technologies, production methods, etc.” 0.889 2.149 PO3 : “My company adopts a very competitive position to reduce competition.” 0.795 1.617 Risk-taking RT 0.902 0.934 0.824 RT1 : “My company favors high-risk projects that are likely to yield a high return on investment.” 0.904 3.031 RT2 : “My company typically takes an aggressive and bold posture to maximize the exploitation of potential opportunities.” 0.854 2.527 RT3 : “I believe that because of the nature of the business environment, far-reaching actions are necessary to achieve my company’s goals.” 0.963 3.159 Knowledge-sharing KS 0.788 0.789 0.612 KS1 : “The employees of the hotel participate in informal discussion to share knowledge.” 0.809 1.800 KS2 : “The employees of the hotel are using technological tools (e-mail, etc.) to transfer knowledge.” 0.776 1.597 KS3 : “The employees of the hotel have frequent meeting sessions.” 0.735 1.417 KS4 : “There is high interaction between employees and managers of the hotel.” 0.805 1.637 Market-orientation MO 0.836 0.841 0.670 MO1 : “Our business objectives are driven mainly by customer satisfaction.” 0.823 1.929 MO2 : “We freely share information about positive and negative experiences.” 0.822 1.761 MO3 : “We constantly monitor our customers and competitors in order to discover new approaches to improve.” 0.786 1.688 MO4 : “We have measures in place to deal with responsiveness customer reactions frequently.” 0.843 1.949 Competitive advantage CA 0.860 0.872 0.639 CA1 : “We are more competitive in performance with respect to quality objectives.” 0.861 2.340 CA2 : “We are more competitive in performance with respect to cost objectives.” 0.810 1.917 CA3 : “Our customers get more value than those of our competitors.” 0.732 1.727 CA4 : “Our hotel achieves greater efficiency than our competitors.” 0.815 1.888 CA5 : “Our hotel has gained strategic advantages over competitors.” 0.774 1.741 Note(s): n = 185. CA = Cronbach’s Alpha, CR = Composite Reliability, AVE = Average Variance Extracted, VIF = Variance Inflation Factor. Source(s) Author`s own work. After convergent validity, the discriminant validity of the measurement model is assessed. As shown in Table 2 , the Fornell-Larcker (1981) evaluation criterion argued that the square root of the average variance extracted (AVE) for each latent variable is greater than the inter-construct correlation in the measurement model. This research suggests that the Fornell and Larcker criteria fall within an acceptable range (Fornell & Larcker, 1981). In addition, the HTMT value falls below the threshold of 0.90, indicating that it is within an acceptable range (Kline, 2005). Consequently, this shows that no discriminant validity issues (See Table 2 below). Table 2: Discriminant validity (Fornell-Larcker criterion and Heterotrait-monotrait ratio (HTMT) Constructs CA IO KS MO PO RT CA 0.799 0.342 0.309 0.625 0.204 0.058 IO 0.307 0.872 0.209 0.477 0.193 0.032 KS 0.266 0.172 0.782 0.383 0.237 0.073 MO 0.547 0.403 0.316 0.819 0.357 0.108 PO 0.187 0.170 0.194 0.304 0.862 0.092 RT -0.016 -0.012 0.045 -0.044 0.071 0.908 Note (s): The value in italic is Heterotrait-monotrait ratio and below diagonal is Fornell-Larcker criterion. Source(s): Author`s own work. Then, the presence of a multicollinearity issue is evaluated using variance inflation factor (VIF). Table 1 above shows the VIF for each variable estimated throughout the measurement model analysis procedure. None of the VIF values exceed 3.3, indicating the absence of multi-collinearity or collinearity problems (Knock & Lynn, 2012). 4.2 Structural model assessment The study investigates the direct influence of the independent variable on the dependent variable and finds that all paths are statistically justified, as shown in Fig. 3 and Table 3 . However, the mediating role of KS in the linkage between EO and CA is considered to be insignificant (H7: β = 0.019, t = 0.933, p > 0.05). However, it was found that the MO partially mediated the relationship between EO and CA (EO → MO → CA), with (H8: β = 0.229, t = 3.479, p < 0.05). (Refer to Table 3 ). Furthermore, the coefficient of determination (R 2 ) showed that EO, MO, and KS can explain 47.9% of the difference in CA. The values of R 2 within the paths EO → MO and EO → KS are 71.2% and 34.2%, correspondingly, showing a medium to high ability to explain and predict (Hair et al., 2019). Moreover, we used blindfolding tests in Smart-PLS 4.0 software to evaluate the predictive relevance. The primary goal was to ascertain the predictive relevance value, also known as Q-squared (Q 2 ). Hair et al. (2019) suggested that to demonstrate the predictability of an endogenous construct using external effects, it is essential to have a Q 2 value greater than zero. Thus, the Q 2 values for KS, MO, and CA are 0.047, 0.210, and 0.104, respectively. The result revealed that the model has predictive relevance. Finally, following hypothesis testing, we conducted a model fit analysis for the present research. When SRMR is less than 0.08 and NFI is between 0 and 1 (Goretzko et al., 2024), it is crucial to verify that the model is fit. Hence, the study model is statistically reliable (SRMR = 0.05; NFI = 0.875). Thus, the model fit is sufficient to evaluate the hypotheses (refer to Table 3 ). Table 3 Structural model assessment Model fit summary SRMR = 0.051 NFI = 0.875 Hypotheses Relationship Std. Beta Standard deviation T-value p-values Q 2 R 2 Decision H1 EO → CA 0.368 0.082 4.484*** 0.000 0.104 47.9% Supported H2 EO → KS 0.262 0.079 3.338*** 0.000 0.047 34.2% Supported H3 EO→ MO 0.501 0.077 6.467*** 0.000 0.210 71.2% Supported H4 MO → KS 0.269 0.112 2.413** 0.008 0.047 34.2% Supported H5 KS → CA 0.152 0.087 1.746** 0.043 0.104 47.9% Supported H6 MO → CA 0.497 0.109 4.540*** 0.000 0.104 47.9% Supported Indirect effects (Mediation) H7 EO → KS → CA 0.019 0.021 0.933 0.176 Rejected H8 EO → MO → CA 0.299 0.066 3.479*** 0.000 Partial-mediation Supported Note(s) Significant at p** < 0.01; p*** < 0.05 Source(s) Author`s own work. 5. Discussion This research aimed to investigate the direct and indirect impact of entrepreneurial orientation on competitive advantage in 3-5-star hotels in Ethiopia. Specifically, the mediating role of knowledge sharing and market orientation was investigated. Hypothesis One result is in line with Karnowati et al. (2022) and DCT. Nevertheless, the current research conclusion contradicts the research findings of Rizqiyyah et al. (2023). Furthermore, the study result of hypothesis two demonstrated that EO can promote KS, particularly tacit knowledge. This type of knowledge is crucial for the organization to establish a CA, as it is difficult for competitors to imitate which concurs with the research of Salleh et al. (2018). The result of hypothesis three which states the association between EO and MO consistent with the prior result of Acosta et al. (2018). Hypothesis four suggests that a hotel that promotes a culture of market orientation can facilitate knowledge sharing, leading to increased creativity within the organization. Furthermore, the relationship between MO and KS revealed that an organization that gathers information about competitors and customers' demands should cultivate a culture of knowledge sharing to distribute the acquired information within the organizational structure. The result of this study aligns with the prior research findings of Fitriany et al. (2020). Hypothesis five posited that the act of sharing knowledge has a favorable and noteworthy impact on gaining a CA. Knowledge, as an intangible resource, enhances competitive advantage when shared inside an organization as explicit knowledge to overcome environmental dynamism. The finding of our research aligns with prior findings by Kadarusman & Rosyafah (2022), which concluded that KS has a beneficial effect on CA. Our study's finding of hypothesis six indicates that MO has a substantial impact on CA. To gain a competitive edge, businesses need to have a customer orientation that involves knowing the current and future demand dynamics of their target customers, as their needs might change quickly. The result of this research aligns with the prior assumptions of Karnowati et al. (2022). Nevertheless, our research result contradicts the findings of Rizqiyyah et al. (2023). Hypothesis seven posited that KS mediates the relationship between EO and CA. However, our study's findings do not provide evidence in favour of this hypothesis. Moreover, the outcome of Hypothesis Seven contradicts the research findings of Fitriany et al. (2020). However, Ishii & Kikumori (2024) emphasized the importance of MO for any firm, which allows an organization to build the necessary skills and abilities to outperform its competitors. As proposed in hypothesis eight, the degree to which the hotel is entrepreneurial-oriented and fosters CA depends on MO which is in line with the research outcome of Ifa Khoiria Ningrum (2020). 5.1 Theoretical implication By thoroughly examining multiple avenues, this research greatly improves the current knowledge of competitive advantage. First, this research contributes useful insights into how entrepreneurial orientation enhances competitive advantage within the framework of dynamic capability theory. In addition, there is a dearth of research on the mechanisms by which KS and MO mediate the association between EO and CA in the hospitality sector. Consequently, the result of this study has useful insights into the literature. Second, this research contributes to the existing understanding of dynamic capability theory by investigating distinct insights concerning EO as a means of gaining a competitive edge in the tourism sector. Upon reviewing extensive research in this field, it appears that the majority of studies examine the association between EO and CA, particularly concerning long-term competitive advantage and competitiveness, with a particular emphasis on the manufacturing sector. Nevertheless, there is a dearth of studies explicitly dedicated to examining the association between EO and CA within the hospitality context. Thus, the findings of this study provide noteworthy insights into the existing knowledge. 5.2 Managerial implications The present research findings would assist Ethiopian hoteliers in comprehending the significance of market orientation in enhancing performance. The results suggest that it is feasible to get a competitive edge by effectively adopting a market orientation strategy and promoting information exchange. Hoteliers should regularly collect data on the needs of both their current and potential guests. Furthermore, the hotel management should possess the ability to discern both the current pros and cons, as well as the long-term plans and capacities of their prospective rivals. This will allow hoteliers to respond quickly to competitors' actions to gain a stronger competitive advantage. This study`s findings guide practitioners in focusing on entrepreneurial orientation, market orientation, and information sharing as part of their management practices to have CA. The implications of the findings indicate that adopting entrepreneurial orientation, knowledge sharing, market orientation, and effective management techniques can be a successful approach to achieving a competitive advantage. Therefore, managers should see the outcome of this study as the most effective option for adapting to the ever-changing environment and gaining a competitive edge by utilizing resources, particularly tacit knowledge. The study's results are crucial for managers in the tourism industry in both emerging economies and developed nations to utilize for policy formulation and decision-making. This study could have substantial implications for organizations seeking to adapt to a dynamic environment. Additionally, it could provide valuable insights for developing strategies to establish a more versatile and adaptable company. From a pragmatic perspective, gaining insight into the relationships under investigation is a valuable contribution. Managers should give priority to flexibility to gain new competitive advantages in response to changing client needs, digital technologies, and competition. 5.3 Limitation and Future Research Direction While this work undoubtedly has a substantial contribution to the existing body of information, it is imperative to acknowledge that it also has certain shortcomings. Firstly, it is important to note that the current research is cross-sectional. A longitudinal study can produce varied findings. Therefore, researchers can focus their emphasis on investigating the connections through a longitudinal study. Second, this study focuses solely on analyzing the hotel sector in Ethiopia. As a result, it is critical to incorporate diversity in industries and regions when evaluating study outcomes in future investigations. To broaden the scope of this study, future researchers may want to include more countries and industries, such as the banking sector. Third, it is essential to do additional research that spans several cultural and geographical viewpoints to strengthen the practicality and bearing of the findings. Furthermore, this model solely takes into account direct and indirect impacts. Future research could incorporate additional variables, such as innovative culture, into the model as moderating factors to investigate how creative culture influences the association between EO and CA. 5.4 Conclusion The present research has identified a structural association between EO and CA in the Ethiopian hospitality industry, particularly in hotels. It also conducted an empirical investigation to examine the mediating influence of KS and MO on this relationship, utilizing dynamic capability theory from the manager`s perspective. The study findings provided evidence of the relationship between EO and CA. Hence, the result of this research enhances dynamic capability theory and EO by integrating research on MO, KS, and CA. Moreover, the hotels' competitive advantage depends on EO and the need for managers to be entrepreneurial-oriented to foster CA. Declarations Ethical approval All procedures in this study adhered to the 1964 Helsinki Declaration and its subsequent revisions, or comparable ethical standards. Turkey's Measures for the Ethical Review of Life Science and Medical Research Involving Human Beings say that the Institutional Review Board (IRB) of the School of Home Faculty of Economics and Administrative Sciences at Cyprus International University confirmed that research that doesn't hurt people and doesn't involve private information or business interests can be exempt from ethical review. In particular, this study does not include specific groups like minors, people with disabilities, or other vulnerable groups. The questions in the questionnaire do not have any negative consequences on the mental health of the people who answer them. this study uses anonymized data for research, doesn't hurt anyone, and doesn't include any private information or business interests. The Institutional Review Board of the School of Economics and Administrative Sciences at Cyprus International University looked over this project and gave it an exemption from ethical approval on November 18, 2024. No exemption number was given. Consent to participate We distributed structured questionnaires with attached consent forms to participants to adhere to research ethics. We have informed participants who took part in the research on the first page of the research questionnaires what the study was for, how the data would be used, that their information would be kept private and anonymous, that they may choose to take part, and that they could leave the study at any moment. Before they could take the survey, participants had to read this information and agree to it. So, the participants gave their permission for the study to use their data. We assured the participants that we would strictly maintain their privacy and identity, collecting no personally identifiable information. We assured participants that their answers would only be used for academic purposes and that the authors would manage and keep the dataset very carefully, with no danger involved. Everyone knew they could leave at any time without punishment and that participation was voluntary. The consent included participating in the study and using the data collected for research purposes. Furthermore, this study did not include any vulnerable people or minors. The data was stripped of identification and used only for research analysis. Consent for publication Authors have agreed to publish our manuscript. Funding statement The research does not receive any funding. Author Contribution DHT conceived the study, wrote the introduction methodology, and analysedthe data. FY wrote the literature review, edited, and supervised the project.HS did the discussions, conclusion, managerial implication andproofreading. Acknowledgement Not applicable Data Availability The data associated with the study will be made available upon reasonablerequest . References Abu-Rumman, A., Al Shraah, A., Al-Madi, F., & Alfalah, T. (2021). Entrepreneurial networks, entrepreneurial orientation, and performance of small and medium enterprises: are dynamic capabilities the missing link? Journal of Innovation and Entrepreneurship, 10(1), 29. Entrepreneurship (2021) 10:29. Acosta, A. S., Crespo, Á. H., & Agudo, J. C. (2018). Effect of market orientation, network capability, and entrepreneurial orientation on international performance of small and medium enterprises (SMEs). International Business Review , 27 (6), 1128-1140. Anderson, J.C. and Gerbing, D.W. (1988), “Structural equation modeling in practice: a review and recommended two-step approach”, Psychological Bulletin, Vol. 103 No. 3, p. 411. Agustí, M. A., Aguilar-Caro, R., Galán, J. L., & Acedo, F. J. (2024). Dynamic resource management and slack resources. Management Decision , 62 (13), 223-242. Berhanu, K., & Raj, S. (2024). The role of social media marketing in Ethiopian tourism and hospitality organizations: Applying the unified theory of acceptance and use of technology model. Cogent Social Sciences , 10 (1), 2318866. Bitencourt, C. C., de Oliveira Santini, F., Ladeira, W. J., Santos, A. C., & Teixeira, E. K. (2020). The extended dynamic capabilities model: A meta-analysis. European Management Journal, 38(1), 108-120. Christensen, C. M. (1997). The innovator's dilemma: When new technologies cause great firms to fail. Harvard Business School Press. Cohen, J. 1977. Statistical power analysis for the behavioral sciences. Academic Press, New York. Correia, R.J., Dias, J.G. and Teixeira, M.S. (2020), “Dynamic capabilities and competitive advantages as mediator variables between market orientation and business performance”, Journal of Strategy and Management, Vol. 14 No. 2, pp. 187-206. Covin, J. G., & Wales, W. J. (2019). Crafting high-impact entrepreneurial orientation research: Some suggested guidelines. Entrepreneurship theory and practice , 43 (1), 3-18. Dibiku, M. G. (2023). The moderating effect of economic viability between sustainable tourism dimensions and tourist satisfaction in Ethiopia using partial least squares. Cuadernos de Turismo , (51), 325-347. Doucouré, B., & Diagne, A. (2023). Market orientation, innovativeness, and competitive advantage: Empirical insight from women entrepreneurs in the Senegalese agri-food sector. Journal of African Business , 24 (2), 320-344. Elgarhy, S. D., & Abou-Shouk, M. (2023). Effects of entrepreneurial orientation, marketing, and innovation capabilities, on market performance: The mediating effect of sustainable competitive advantage. International Journal of Contemporary Hospitality Management , 35 (6), 1986-2004. Fitriany, F., Brasit, N., Nursyamsi, I., & Kadir, N. (2020). The influence of Entrepreneur insight, market orientation, knowledge-sharing capabilities, on the performance and competitiveness of SMEs in Makassar Indonesia. International journal of multicultural and multireligious understanding , 7 (7), 392-411. Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of marketing research , 18 (1), 39-50. Goretzko, D., Siemund, K., & Sterner, P. (2024). Evaluating model fit of measurement models in confirmatory factor analysis. Educational and Psychological Measurement , 84 (1), 123-144. Gorsuch, R. L. (1983). Factor Analysis (2nd Ed.). Hillsdale, NJ: Lawrence Erlbaum. Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review , 31 (1), 2-24. Hanifah, H., Abd Halim, N., Vafaei-Zadeh, A., & Nawaser, K. (2022). Effect of intellectual capital and entrepreneurial orientation on innovation performance of manufacturing SMEs: the mediating role of knowledge sharing. Journal of Intellectual Capital , 23 (6), 1175-1198. Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource‐based view: Capability lifecycles. Strategic Management Journal , 24 (10), 997-1010. Hermundsdottir, F., & Aspelund, A. (2021). Sustainability innovations and firm competitiveness: A review. Journal of Cleaner Production, 280, 124715. Hernández-Perlines, F. (2016). Entrepreneurial orientation in the hotel industry: Multi-group analysis of quality certification. Journal of Business Research , 69 (10), 4714-4724. Islam, T., Zahra, I., Rehman, S. U., & Jamil, S. (2024). How does knowledge sharing encourage innovative work behavior through occupational self-efficacy? The moderating role of entrepreneurial leadership. Global Knowledge, Memory and Communication , 73 (1/2), 67-83. Ifa Khoiria Ningrum, I. K. N. (2020). The role of mediation in product innovation and market orientation is related to both entrepreneurial orientation and competitive advantage. The Role of Mediation on Product Innovation and Market Orientation Related to both Entrepreneurial Orientation and Competitive Advantage, 13(3), 622-639. Jatmiko, U. (2022). Competitive Advantage of Small and Medium Enterprises (SMEs) In Terms of Entrepreneurial and Market Orientation. International Journal on Social Science, Economics and Art , 12 (3), 147-155. Kadarusman, K., & Rosyafah, S. (2022). Competitive Advantage, Entrepreneurial Orientation, Knowledge Sharing, and SMEs’ Performance: Mediation-Moderation Analysis. Jurnal Minds: Manajemen Ide dan Inspirasi , 9 (1), 127-142. Kallmuenzer, A., Kraus, S., Peters, M., Steiner, J., & Cheng, C. F. (2019). Entrepreneurship in tourism firms: A mixed-methods analysis of performance driver configurations. Tourism Management, 74, 319-330. Karnowati, N., & Handayani, E. (2022). Mediation role of business performance on entrepreneurship orientation and market orientation to create MSME competitiveness in pandemic times. International Journal of Research in Business and Social Science (2147-4478) , 11 (6), 138-147. Kiyabo, K., & Isaga, N. (2020). SMEs’ Performance in Developing Countries: Suitability of Personal Wealth Measures. Kline, R.B. (2005), Principles and Practice of Structural Equation Modeling, 2nd ed., Guilford Press, New York. Knock, N and Lynn, G.S. (2012). Lateral Collinearity and Misleading Results in Variance-Based SEM: An Illustration and Recommendations. Journal of the Association for Information Systems, 13(7), 546-580. Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing , 54 (2), 1-18. Korsakienė, R., & Raišienė, A. G. (2022). Sustainability drivers of small and medium-sized firms: A review and research agenda. Scientific papers of the University of Pardubice. Series D: Faculty of economics and administration. , 30 (1), 1-12. Liu, Y. (2022). Dynamic Capabilities: A Theoretical Review and Reflection. In Proceedings of the 5th International Conference on Economic Management and Green Development (pp. 245-251). Singapore: Springer Nature Singapore. Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review , 21 (1), 135-172. Luu, T. T. (2021). Green creative behavior in the tourism industry: the role of green entrepreneurial orientation and a dual-mediation mechanism. Journal of Sustainable Tourism , 29 (8), 1290-1318. Malik, M. S., & Kanwal, M. (2018). Impacts of organizational knowledge sharing practices on employees’ job satisfaction: Mediating roles of learning commitment and interpersonal adaptability. Journal of Workplace Learning , 30 (1), 2-17. Makhloufi, L., Laghouag, A. A., & Ali Sahli, A. (2024). The mediating effect of absorptive capacity on the relationship between knowledge sharing and entrepreneurial orientation and the moderating role of opportunity recognition. Journal of Research in Marketing and Entrepreneurship , 26 (2), 415-439. Martin, S. L., & Javalgi, R. R. G. (2016). Entrepreneurial orientation, marketing capabilities, and performance: the moderating role of competitive intensity on Latin American International new ventures. Journal of Business Research , 69 (6), 2040-2051. Memon, M. A., Ting, H., Cheah, J. H., Thurasamy, R., Chuah, F., & Cham, T. H. (2020). The sample size for survey research: Review and recommendations. Journal of Applied Structural Equation Modeling , 4 (2), 1-20. Migdadi, M. M. (2020). Knowledge management, customer relationship management, and innovation capabilities. Journal of Business & Industrial Marketing , 36 (1), 111-124. Mohammad Shafiee, M. (2021). Knowledge-based marketing and competitive advantage: developing new scales using mixed method approach. Journal of Modelling in Management, 16(4), 1208-1229. Narver, J. C., & Slater, S. F. (1998). Additional thoughts on the measurement of market orientation: a comment on Deshpande and Farley. Journal of market-focused management , 2 , 233-236. Olaleye, B.R., Akkaya, M., Emeagwali, O.L., Awwad, R.I. and Hamdan, S. (2020), “Strategic thinking and innovation performance; the mediating role of absorptive capabilities”, Revista Argentina de Clinica Psicologica, Vol. 29 No. 5, pp. 2030-2043. Osorio Tinoco, F. F., Hernández-Espallardo, M., & Rodriguez-Orejuela, A. (2020). Nonlinear and complementary effects of responsive and proactive market orientation on firms’ competitive advantage. Asia Pacific Journal of Marketing and Logistics, 32(4), 841-859. Prayag, G., Jiang, Y., Chowdhury, M., Hossain, M. I., & Akter, N. (2024). Building dynamic capabilities and organizational resilience in tourism firms during COVID-19: A staged approach. Journal of Travel Research, 63(3), 713-740. Praditya, R. A., & Purwanto, A. (2024). Linking The Influence of Dynamic Capabilities and Innovation Capabilities on Competitive Advantage: PLS-SEM Analysis. PROFESSOR: Professional Education Studies and Operations Research , 1 (02), 6-10. Rabiul, M. K., Karatepe, O. M., Al Karim, R., & Panha, I. M. (2023). An investigation of the interrelationships of leadership styles, psychological safety, thriving at work, and work engagement in the hotel industry: A sequential mediation model. International Journal of Hospitality Management , 113 , 103508. Rabiul, M. K., Karim, R. A., & Mohd Shamsudin, F. (2024). Effects of servant leadership on service quality: Mediating roles of employees’ relational energy perceptions with managers and emotional energy perceptions toward work roles. Journal of Hospitality Marketing & Management , 1-27. Razzak, M. R. (2023). The mediating effect of productivity between sustainable supply chain management practices and competitive advantage: Evidence from apparel manufacturing in Bangladesh. Management of Environmental Quality: An International Journal , 34 (2), 428-445. Rizqiyyah, A. W., Supriyono, S., Rusdianto, H., & Kholil, M. (2023). The Influence of Market Orientation and Entrepreneurial Orientation on Competitive Advantage with Product Innovation as an Intervening Variable. Journal of Economics and Public Health , 2 (3), 83-94. Rohana, N., Abdurahmanova, G., & Goyipnazarov, s. (2022). tacit knowledge sharing and entrepreneurial orientation on organizational performance of micro-businesses in Malaysia. iqtisodiyot va taʼlim , 23 (maxsus_son), 370-375. Roshan, M. (2023). The impact of market orientation on logic-oriented marketing performance in small and medium-sized firms: The mediation role of knowledge management. Journal of Business and Management Review , 4 (10), 799-814. Salleh, Z., Ngah, R., & Zainal Abidin, Z. (2018). Exploring micro enterprises' business performance through entrepreneurial orientation, knowledge sharing, and innovation. Management & Accounting Review (MAR) , 17 (2), 93-106. Sarstedt, M., Ringle, C. M., & Hair, J. F. (2021). Partial least squares structural equation modeling. In Handbook of market research (pp. 587-632). Cham: Springer International Publishing. Sein, Y. Y., & Dmytrenko, D. (2023). Translating the impact of internal and external factors in achieving sustainable market competitiveness: the mediating role of management practices. Journal of Competitiveness , (1). Tang, T. W., Zhang, P., Lu, Y., Wang, T. C., & Tsai, C. L. (2020). The effect of tourism core competence on entrepreneurial orientation and service innovation performance in tourism small and medium enterprises. Asia Pacific Journal of Tourism Research , 25 (2), 89-100. Wang, X., Lee, S., & Park, S. W. (2020). The effect of entrepreneurial orientation, social network, and resource acquisition on firm performance in Chinese SMEs: The mediating effect of resource acquisition. Global Business & Finance Review (GBFR) , 25 (3), 1-18. Wu, H., Chen, J., & Jiao, H. (2016). Dynamic capabilities as a mediator linking international diversification and innovation performance of firms in an emerging economy. Journal of Business Research, 69(8), 2678–2686. Zainul, M., Astuti, E. S., Arifin, Z., & Utami, H. N. (2016). The effect of market orientation toward organizational learning, innovation, competitive advantage, and corporate performance. Journal of Administrative Sciences and Policy Studies , 4 (1), 1-19. Zeebaree, M. R. Y., & Siron, R. B. (2017). The impact of entrepreneurial orientation on competitive advantage moderated by financing support in SMEs. International Review of Management and Marketing , 7 (1), 43-52. Additional Declarations No competing interests reported. Cite Share Download PDF Status: Published Journal Publication published 30 Mar, 2026 Read the published version in Humanities and Social Sciences Communications → Version 1 posted Editorial decision: Revision requested 06 Sep, 2025 Reviews received at journal 16 Jul, 2025 Reviews received at journal 04 Jul, 2025 Reviewers agreed at journal 04 Jul, 2025 Reviewers agreed at journal 03 Jul, 2025 Reviewers agreed at journal 26 Jun, 2025 Reviews received at journal 26 Jun, 2025 Reviewers agreed at journal 25 Jun, 2025 Reviewers agreed at journal 25 Jun, 2025 Reviewers invited by journal 24 Jun, 2025 Editor invited by journal 11 Jun, 2025 Editor assigned by journal 06 Jun, 2025 Submission checks completed at journal 02 Jun, 2025 First submitted to journal 28 May, 2025 You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-6769587","acceptedTermsAndConditions":true,"allowDirectSubmit":false,"archivedVersions":[],"articleType":"Article","associatedPublications":[],"authors":[{"id":477067617,"identity":"e641c0c1-48ef-4730-a9c6-1171425e8513","order_by":0,"name":"DAGNU HAILE TESSEMA","email":"data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAZAAAAAyAQMAAABI0h/eAAAABlBMVEX///8AAABVwtN+AAAACXBIWXMAAA7EAAAOxAGVKw4bAAAA00lEQVRIiWNgGAWjYDCCA1Can4GxAUgxE6HlGJSWbIBpYSNWiwHEOiK08N1vPvzxR8U2eePjh9skGCqsExvkex/g1SJ5jC1NmufMbcNtZxKBWs6kJzawsRvg1WJwjMeMmbHtNuO2G4xtEoxth4FaCLjM4Bj/548//9223zwDpOUfUVp4GCR4G24nbpAAaWkgQovksTQzaZ5jt5NnnElstkg4lm7cxpaGXwvf4cOPP/6ouW3b33784Y0PNday/czH8GtBBQkMRMTkKBgFo2AUjALCAABFkkXwx6K1SAAAAABJRU5ErkJggg==","orcid":"","institution":"Cyprus International University, Nicosia, North Cyprus","correspondingAuthor":true,"prefix":"","firstName":"DAGNU","middleName":"HAILE","lastName":"TESSEMA","suffix":""},{"id":477067618,"identity":"303b985e-04de-41a3-ad71-3f28ecb9fa14","order_by":1,"name":"Figen YESILADA","email":"","orcid":"","institution":"Cyprus International University, Nicosia, North Cyprus","correspondingAuthor":false,"prefix":"","firstName":"Figen","middleName":"","lastName":"YESILADA","suffix":""},{"id":477067619,"identity":"b6470dda-2758-4353-83c5-5a0200cc94b9","order_by":2,"name":"Harun ŞEŞEN","email":"","orcid":"","institution":"Cyprus International University, Nicosia, North Cyprus","correspondingAuthor":false,"prefix":"","firstName":"Harun","middleName":"","lastName":"ŞEŞEN","suffix":""}],"badges":[],"createdAt":"2025-05-28 15:38:11","currentVersionCode":1,"declarations":"","doi":"10.21203/rs.3.rs-6769587/v1","doiUrl":"https://doi.org/10.21203/rs.3.rs-6769587/v1","draftVersion":[],"editorialEvents":[{"content":"https://doi.org/10.1057/s41599-026-06927-4","type":"published","date":"2026-03-30T15:57:24+00:00"}],"editorialNote":"","failedWorkflow":false,"files":[{"id":85553847,"identity":"8bd3a083-8671-4028-9a5c-46cef8a51411","added_by":"auto","created_at":"2025-06-27 10:29:45","extension":"jpg","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":44085,"visible":true,"origin":"","legend":"\u003cp\u003eResearch model.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSource (s):\u003c/strong\u003e Author`s own work.\u003c/p\u003e","description":"","filename":"1.jpg","url":"https://assets-eu.researchsquare.com/files/rs-6769587/v1/5b3d38a436f1b5e5f47a92da.jpg"},{"id":85553995,"identity":"c66b29fd-0438-49d6-ac03-84645b9129c4","added_by":"auto","created_at":"2025-06-27 10:37:45","extension":"jpg","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":58210,"visible":true,"origin":"","legend":"\u003cp\u003eAssessment of measurement model.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSource(s):\u003c/strong\u003eAuthor`s own work.\u003c/p\u003e","description":"","filename":"2.jpg","url":"https://assets-eu.researchsquare.com/files/rs-6769587/v1/1869579bcdcac0fca9a0e0f3.jpg"},{"id":85553848,"identity":"f65152d3-49a5-4a43-b784-94eadfd34400","added_by":"auto","created_at":"2025-06-27 10:29:45","extension":"jpg","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":30113,"visible":true,"origin":"","legend":"\u003cp\u003eStructural model\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eSource(s): \u003c/strong\u003eAuthor`s own work.\u003c/p\u003e","description":"","filename":"3.jpg","url":"https://assets-eu.researchsquare.com/files/rs-6769587/v1/977c5f817e66fcb81f6dad75.jpg"},{"id":106343300,"identity":"702e14ef-9b58-4119-a478-fc41c2144c96","added_by":"auto","created_at":"2026-04-07 16:00:56","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":1252081,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-6769587/v1/994ccc43-f42d-4e0a-a1e7-935284f3b359.pdf"}],"financialInterests":"No competing interests reported.","formattedTitle":"The impact of entrepreneurial orientation on competitive advantage: The mediating role of knowledge sharing and market orientation","fulltext":[{"header":"1. Introduction","content":"\u003cp\u003e \u003cdiv class=\"BlockQuote\"\u003e \u003cp\u003eAlthough the hospitality industry in Ethiopia is experiencing significant growth due to the increasing number of visitors over time, managerial intervention is still needed to remain competitive in a dynamic and uncertain environment (Agust\u0026iacute; et al., 2024; Zeleke \u0026amp; Biwota, 2020). Ethiopia views the hotel industry, along with agriculture and manufacturing, as a crucial avenue for achieving its growth and transformation goals (Berhanu \u0026amp; Raj, 2024). Therefore, knowledge-based marketing plays a crucial role in fostering competitive advantage, which is unique in the competitive hospitality industry due to its imitability, valuableness, and rarity (Muhammad Shafiee, 2021).\u003c/p\u003e \u003cp\u003eFurthermore, the tourism sector is actively pursuing novel strategies, inventive frameworks, and effective managerial techniques to ensure sustainable market competitiveness (Hermundsdottir \u0026amp; Aspelund, 2021; Sein \u0026amp; Dmytrenko, 2023). Thus, it is crucial to comprehend how hotels assess and enhance their sustainability performance to remain competitive in the market, considering the United Nation (UN) sustainability agenda (Razzak, 2023). Additionally, understanding how the combination of different factors, such as sustainability and firm resources like knowledge, contributes to achieving market competitiveness is essential (Korsakienė \u0026amp; Raišienė, 2022).\u003c/p\u003e \u003cp\u003eMoreover, while the number of entrepreneurial studies is growing, they primarily focus on the manufacturing sector, leaving the hospitality industry with little attention (Jatmiko, 2022; Kallmuenzer et al., 2019; Makhloufi et al., 2024). Furthermore, prior research has demonstrated a substantial relationship between entrepreneurial orientation and competitive advantage in different service industries (Karnowati et al., 2022; Zeebaree \u0026amp; Siron, 2017). Few empirical studies have utilized the notion of entrepreneurial orientation in the field of hospitality (Elgarhy \u0026amp; Abou-Shouk, 2023; Hern\u0026aacute;ndez-Perlines, 2016; Taheri et al., 2019). Furthermore, Rizqiyyah et al. (2023) revealed a lack of study the relationship between entrepreneurial orientation (EO) and competitive advantage (CA). Hence, the hotel manager with an EO strategy can foster CA through market orientation (MO), which understands the needs and desires of the customers (Elgarhy \u0026amp; Abou-Shouk 2023). Moreover, despite Ethiopia's reputation as the \"New York of Africa\" (Worku Tadesse, 2023) and its high number of World Heritage Sites (Berhanu \u0026amp; Raj, 2024; Dibiku, 2023). The hospitality industry overlooked the influence of EO on CA through the mediating role of knowledge sharing (KS) and MO by utilizing dynamic capability theory (DCT). Thus, the primary aim of this study is to fill the existing gap in the body of knowledge and provide insight into the linkage between EO, KS, MO, and CA in the hospitality industry.\u003c/p\u003e \u003cp\u003eThis study's findings are critical for hotel managers to use in their policy and decision-making processes. Furthermore, this study could have significant implications for organizations attempting to adapt to a more complex and unpredictable business climate. The result of this research also supports managers in using entrepreneurial-oriented techniques such as proactivity, risk-taking, and innovation to maintain a competitive edge in the tourism industry. Moreover, EO can encourage the hospitality industry to be proactive and invent better service systems for customers.\u003c/p\u003e \u003cp\u003eFurthermore, managers in the hospitality industry, when equipped with EO, can foster CA by being proactive, taking risks, and being innovative, particularly given the industry's growing and competitive nature. As a result, the finding of the current study has a substantial contribution to DCT and the literature on hospitality.\u003c/p\u003e \u003c/div\u003e \u003c/p\u003e \u003cp\u003eThe structure of this research study is as follows: after the introduction, the second section provides a thorough review of the relevant literature and the development of hypotheses. Section 3 explains the methodological process. The fourth section of the paper presents the results and subsequently discusses their implications. We then explore the theoretical and managerial implications and examine the limitations before concluding.\u003c/p\u003e"},{"header":"2. Literature review and Hypotheses development","content":"\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e \u003ch2\u003e2.1 Dynamic Capability Theory\u003c/h2\u003e \u003cp\u003eDynamic capability theory (DCT) is an organization\u0026rsquo;s ability to perceive and rearrange resources to adjust to a dynamic environment (Wu et al., 2016). DCT is a fundamental concept in contemporary strategic management that emphasizes the crucial importance of flexibility and adaptability within organizations (Praditya \u0026amp; Purwanto, 2024). According to this theory, organizations\u0026rsquo; CA does not just come from their current resources but also from their capacity to quickly perceive uncertain environments, take advantage of emerging possibilities, and adjust their internal processes (Christensen, 1997).\u003c/p\u003e \u003cp\u003eDynamic capabilities aid firms in achieving strategic objectives, thereby enhancing their competitive advantage (Bitencourt et al., 2020). These particular capabilities enable hotels to predict market trends, promptly adapt to changing guest preferences, and customize their offers to remain relevant. Hotels can cultivate dynamic capabilities that enhance market share by promoting a culture of learning, fostering cross-functional collaboration, and consistently improving their strategy (Prayag et al., 2024). In summary, dynamic capability theory recognizes entrepreneurial orientation, market orientation, and knowledge sharing as valuable resources that enhance a firm\u0026rsquo;s ability to adapt, innovate, and achieve competitive advantage (Makhloufi et al., 2021). EO is an intangible organizational strategic resource that fosters competitiveness (Luu, 2021). Therefore, it is suggested that DCT is crucial in connecting EO, KS, MO, and CA, and supports the conceptual model indicated in Fig.\u0026nbsp;\u003cspan refid=\"Fig1\" class=\"InternalRef\"\u003e1\u003c/span\u003e.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003e2.2 Entrepreneurial orientation and Competitive advantage\u003c/h2\u003e \u003cp\u003eEntrepreneurial orientation refers to the range of strategies that enable a firm to provide innovative services and business models (Covin et al., 2019). The hospitality sector that possesses a high level of entrepreneurial orientation often surpasses its competitors by detecting, emerging, and taking advantage of opportunities (Tang et al., 2020). Prior research has demonstrated a substantial relationship between EO and CA in different service industries (Karnowati et al., 2022; Zeebaree \u0026amp; Siron, 2017). However, Rizqiyyah et al. (2023) revealed a lack of relation between EO and CA. The lack of consistency in findings prompted further research in this area.\u003c/p\u003e \u003cp\u003eFurthermore, the dynamic capability theory views entrepreneurial orientation as a valuable resource for organizations, capable of influencing at both the individual and organizational levels (Kiyabo \u0026amp; Isaga, 2020). To clarify, resources can transform an entity from a protective approach to a proactive approach, and from a behavior that is less focused on others to one that is more focused on others. EO operates as a valuable asset within the framework of dynamic capabilities that enhance CA (Liu, 2022). Consequently, the following hypothesis is constructed:\u003c/p\u003e \u003cp\u003eH1: EO has a positive and significant influence on CA\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003e2.3 Entrepreneurial orientation and Knowledge sharing\u003c/h2\u003e \u003cp\u003eKnowledge sharing techniques are crucial for promptly, proactively, and innovatively responding to the dynamic environment (Rohana et al., 2022). Rohana et al. (2022) found a clear relation between internal knowledge sharing within the organization and the development of an entrepreneurial mindset. Makhloufi et al. (2024) revealed that knowledge sharing has a considerable impact on entrepreneurial orientation. Furthermore, Salleh et al. (2018) revealed that entrepreneurial orientation significantly and favorably influences knowledge sharing. However, Hanifah et al. (2022) contended that the relationship between entrepreneurial orientation and knowledge sharing is statistically insignificant. Therefore, the inconsistency in the findings prompts further research on the association between EO and KS. Thus, it is hypothesized that:\u003c/p\u003e \u003cp\u003eH2: EO has a positive and significant influence on KS\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec6\" class=\"Section2\"\u003e \u003ch2\u003e2.4 Entrepreneurial orientation and Market orientation\u003c/h2\u003e \u003cp\u003eThe academic literature fails to reach a consensus on the dimensionality of entrepreneurial orientation (Martin \u0026amp; Javalgi 2016). According to Covin \u0026amp; Wales (2019), researchers have argued that entrepreneurial orientation is a unidimensional entity. Another perspective posits that entrepreneurial orientation is a complex concept consisting of multiple dimensions. These dimensions include risk-taking, innovativeness, proactiveness, competitive aggressiveness, and autonomy (Lumpkin \u0026amp; Dess, 1996). However, we applied the three EO dimensions (innovative, risk-taking, and proactive) in our present study. Empirical research has indicated that organizations exhibiting a higher degree of entrepreneurial strategic orientation tend to achieve superior performance (Ifa Khoiria Ningrum, 2020). In addition, research has shown a statistically significant association between EO and MO (Acosta et al., 2018). Then, the subsequent hypothesis is formulated:\u003c/p\u003e \u003cp\u003eH3: EO has a positive and significant influence on MO\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec7\" class=\"Section2\"\u003e \u003ch2\u003e2.5 Market orientation and Knowledge sharing\u003c/h2\u003e \u003cp\u003eMarket orientation is a business approach that places customers as the top priority, making it the fundamental principle of marketing (Ericsson, 2015). A market-oriented firm is better able to discern the needs and desires of its target clients (Handoyo, 2015). Malik and Kanwal describe knowledge sharing as the sharing of, knowledge, experiences, and skills among employees (Malik \u0026amp; Kanwal, 2018). Fitriany et al. (2020) conducted a study that revealed a strong and statistically significant relation between MO and KS. Furthermore, a study by Roshan (2023) demonstrated a distinct and significant association between MO and knowledge management. Hence, the resulting hypothesis is constructed:\u003c/p\u003e \u003cp\u003eH4: MO has a positive and significant influence on KS.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003ch2\u003e2.6 Knowledge sharing and Competitive advantage\u003c/h2\u003e \u003cp\u003eThe knowledge-based view asserts that competitors find it difficult to replicate and transmit knowledge, making it a distinctive resource (Iqbal \u0026amp; Malik, 2019). Prior research has indicated that KS does not have an impact on CA (Riza, 2018). The findings of the study conducted by Kadarusman \u0026amp; Rosyafah (2022) argued that the act of sharing knowledge has a beneficial effect on gaining a competitive advantage. To enhance a company's performance, knowledge sharing is a distinctive intangible asset not readily transmitted (Migdadi, 2020). Therefore, it can be hypothesized that:\u003c/p\u003e \u003cp\u003eH5: KS has a positive and significant influence on CA.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec9\" class=\"Section2\"\u003e \u003ch2\u003e2.7 Market orientation and Competitive advantage\u003c/h2\u003e \u003cp\u003eNarver and Slater (1998) defined market orientation as the organizational culture that effectively and efficiently generates the required behavior to provide superior value for clients, resulting in consistent superior performance for the business. Market orientation allows an organization to build the necessary skills and abilities to outperform its competitors (Ishii \u0026amp; Kikumori, 2024; Kohli \u0026amp; Jaworski, 1990). Prior scholars found a strong and statistically significant relation between MO and CA (Karnowati et al., 2022). Nevertheless, certain researchers have observed contradictory findings. Researchers argued that the association between market orientation and competitive advantage was statistically insignificant (Jatmiko, 2022; Rizqiyyah et al., 2023). This inconsistency also suggests further research regarding the relationship between market orientation and competitive advantage. Accordingly, the justification above leads to the subsequent hypothesis:\u003c/p\u003e \u003cp\u003eH6: MO has a positive and significant influence on CA\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec10\" class=\"Section2\"\u003e \u003ch2\u003e2.8 The mediating role of Knowledge sharing and Marketing orientation\u003c/h2\u003e \u003cp\u003eKnowledge sharing has become crucial for improving an organization\u0026rsquo;s ability to manage knowledge resources and helping individuals achieve business objectives. A previous study by Fitriany et al. (2020) revealed that knowledge sharing acts as a mediator in the interaction between MO and CA. In addition, Ifa Khoiria Ningrum (2020) found a noteworthy mediation role of market orientation in the connection between EO and CA. Furthermore, some authors have suggested incorporating various moderating and mediating variables alongside entrepreneurial orientation to have the maximum positive influence on performance (Abu-Rumman et al., 2021). Therefore, this study utilized marketing orientation and knowledge sharing as mediating variables based on the aforementioned suggestions.\u003c/p\u003e \u003cp\u003eDynamic capability theory asserts that scarce, valuable, difficult to imitate, and non-replaceable resources give rise to competitive advantage (Helfat \u0026amp; Peteraf, 2003). To possess a robust market orientation and knowledge sharing, it is imperative to have an EO that places significant importance on consumer insights, fosters innovation, and promotes adaptation to market dynamics (Wang et al., 2020). Aligning entrepreneurial mindset with outcomes leads to improved resource allocation, enhanced decision-making, and ultimately CA (Correia et al., 2020). Accordingly, the subsequent proposition is developed:\u003c/p\u003e \u003cp\u003eH7: KS significantly mediates the association between EO and CA\u003c/p\u003e \u003cp\u003eH8: MO significantly mediates the association between EO and CA\u003c/p\u003e \n\u003cp\u003eFigure 1 depicts the Conceptual model integrating the hypothesized linkages.\u003c/p\u003e"},{"header":"3. Methodology","content":"\u003cdiv id=\"Sec12\" class=\"Section2\"\u003e \u003ch2\u003e3.1 Research design, sample, and procedure\u003c/h2\u003e \u003cp\u003eThe current study employed a cross-sectional design to investigate the direct and indirect impact of entrepreneurial orientation on competitive advantage using dynamic capability theory. Data was obtained from the managers of hotels rated 3, 4, and 5 stars in Addis Ababa, Ethiopia, using convenience sampling. Addis Ababa was selected for this study due to the fact that, it is the headquarters of the African Union (AU), and a popular tourist destination. We have targeted these hotels with star ratings for multiple reasons. First, 1\u0026ndash;2 star-rated hotels are less inclined to use EO, MO, and KS culture as strategies to obtain a competitive advantage compared to higher-level hotels. Second, previous studies conducted in Bangladesh (Rabiul et al., 2024) and Cambodia (Rabiul, Karatepe, et al., 2023) also considered hotels with 3-, 4-, and 4-star ratings.\u003c/p\u003e \u003cp\u003eTo determine the pertinent hotels, we referred to multiple web platforms, such as Booking.com and TripAdvisor, and accounted for their digital ratings. Additionally, we used sources such as hotel websites, hotel management recommendations, and scholarly knowledge within the hotel industry. To collect data, we reached out to the managers of 87 hotels, all with ratings of 3, 4, and 5 stars, given that Booking.com and TripAdvisor provide a total of 87 hotel ratings in Addis Ababa. We gave them a clear explanation of our research's goal. Out of the total of 87 hotel managers, a majority of 62 willingly agreed to respond to the research inquiries.\u003c/p\u003e \u003cp\u003eThen, when determining the necessary sample size for non-probability sampling and unknown populations, accurately estimating the overall population poses a challenge (Cohen, 1977). Gorsuch (1983) generally recommends that the sample size for a research study should be 5 to 10 times larger than the number of indicators. Based on this information, a minimum of 110 respondents is required. We determine this calculation by multiplying 22 indicators by 5, which yields a maximum of 220 respondents. Furthermore, Memon et al. (2020) found that conducting research at the organizational level, involving managers required a sample size of 160 to 300 to obtain sufficient observations for statistical analysis using PLS-SEM. Therefore, the data analysis relies on a total of 220 structured questionnaires distributed to managers across all levels. Participants were notified that their identity would always be secured and that any information they submitted would be kept private. Thus, ethical standards are followed. We received 185 replies out of 220 managers, yielding a response rate of 84.1%. As a result, our data is sufficient for this study because it meets the sampling criteria outlined above.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec13\" class=\"Section2\"\u003e \u003ch2\u003e3.2 Measurement\u003c/h2\u003e \u003cp\u003eIt was employed a 5-point Likert-type scale, with a rating of 1 indicating \"strongly disagree\" and a rating of 5 indicating \"strongly agree\" for all items related to the construct. The concept of EO encompasses three dimensions, namely innovation, proactivity, and risk-taking. These dimensions, adapted from the works of Miller (1983) and Zeebaree \u0026amp; Siron (2017), consist of three items each. We employed a set of four items adapted from Islam et al. (2024) to assess knowledge sharing. MO consisted of four items adapted from Correia et al. (2020). We adapted and modified a set of five items from Osorio Tinoco et al. (2020) study to measure competitive advantage.\u003c/p\u003e \u003c/div\u003e"},{"header":"4. Result","content":"\u003cdiv id=\"Sec15\" class=\"Section2\"\u003e \u003ch2\u003e4.1 Assessment of measurement model\u003c/h2\u003e \u003cp\u003eAndersen \u0026amp; Gerbing's (1988) two-stage PLS model was utilized to analyze the structural and measurement models. This research investigated the internal consistency of the measures by employing Cronbach's alpha (CA) and composite reliability (CR). Table I indicates loadings above the minimum threshold of 0.70, as stated by Sarstedt et al. (2021). The Cronbach's alpha value surpasses 0.70, indicating a satisfactory level of reliability. Similarly, the CR value is also over 0.70, which is considered to be within an acceptable range. Therefore, the data demonstrates both internal consistency and reliability. Furthermore, the AVE value surpasses 0.50, which implies the absence of convergent validity issues (Hair et al., 2019; Olaleye et al., 2020) (Refer to Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e and Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e below). Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e and Fig.\u0026nbsp;\u003cspan refid=\"Fig2\" class=\"InternalRef\"\u003e2\u003c/span\u003e designate the result of the measurement model assessment.\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab1\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eReliability and convergent validity\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"6\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"char\" char=\".\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colname=\"c1\"\u003e \u003cp\u003eConstructs\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c2\"\u003e \u003cp\u003eLoadings (λ)\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c3\"\u003e \u003cp\u003eCA\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c4\"\u003e \u003cp\u003eVIF\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c5\"\u003e \u003cp\u003eCR\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colname=\"c6\"\u003e \u003cp\u003eAVE\u003c/p\u003e \u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eEntrepreneurial orientation\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eInnovation oriented\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eIO\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.842\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.844\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.760\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eIO1\u003c/em\u003e: \u0026ldquo;My company emphasizes research and\u003c/p\u003e \u003cp\u003edevelopment (R\u0026amp;D), technological change and innovation.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.871\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e2.086\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eIO2\u003c/em\u003e: \u0026ldquo;My company is introducing several new product lines or services.\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.875\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.999\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eIO3\u003c/em\u003e: \u0026ldquo;My company is radically changing its\u003c/p\u003e \u003cp\u003eproducts or services.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.868\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.927\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003ePro-active\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003ePO\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.827\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.847\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.743\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003ePO1\u003c/em\u003e: \u0026ldquo;My company takes actions that\u003c/p\u003e \u003cp\u003ecompetitors replicate.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.898\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e2.179\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003ePO2\u003c/em\u003e: \u0026ldquo;My company is often the first to introduce new products/services, new techniques or technologies, production methods, etc.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.889\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e2.149\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003ePO3\u003c/em\u003e: \u0026ldquo;My company adopts a very competitive\u003c/p\u003e \u003cp\u003eposition to reduce competition.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.795\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.617\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eRisk-taking\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eRT\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.902\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.934\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.824\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eRT1\u003c/em\u003e: \u0026ldquo;My company favors high-risk projects that are likely to yield a high return on investment.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.904\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e3.031\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eRT2\u003c/em\u003e: \u0026ldquo;My company typically takes an aggressive\u003c/p\u003e \u003cp\u003eand bold posture to maximize the exploitation of\u003c/p\u003e \u003cp\u003epotential opportunities.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.854\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e2.527\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eRT3\u003c/em\u003e: \u0026ldquo;I believe that because of the nature of the\u003c/p\u003e \u003cp\u003ebusiness environment, far-reaching actions are\u003c/p\u003e \u003cp\u003enecessary to achieve my company\u0026rsquo;s goals.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.963\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e3.159\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cb\u003eKnowledge-sharing\u003c/b\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eKS\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.788\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.789\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.612\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eKS1\u003c/em\u003e: \u0026ldquo;The employees of the hotel participate in\u003c/p\u003e \u003cp\u003einformal discussion to share knowledge.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.809\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.800\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eKS2\u003c/em\u003e: \u0026ldquo;The employees of the hotel are using technological tools (e-mail, etc.) to transfer knowledge.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.776\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.597\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eKS3\u003c/em\u003e: \u0026ldquo;The employees of the hotel have frequent meeting sessions.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.735\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.417\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eKS4\u003c/em\u003e: \u0026ldquo;There is high interaction between\u003c/p\u003e \u003cp\u003eemployees and managers of the hotel.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.805\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.637\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eMarket-orientation\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eMO\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.836\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.841\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.670\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eMO1\u003c/em\u003e: \u0026ldquo;Our business objectives are driven mainly\u003c/p\u003e \u003cp\u003eby customer satisfaction.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.823\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.929\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eMO2\u003c/em\u003e: \u0026ldquo;We freely share information about\u003c/p\u003e \u003cp\u003epositive and negative experiences.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.822\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.761\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eMO3\u003c/em\u003e: \u0026ldquo;We constantly monitor our customers and\u003c/p\u003e \u003cp\u003ecompetitors in order to discover new approaches\u003c/p\u003e \u003cp\u003eto improve.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.786\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.688\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eMO4\u003c/em\u003e: \u0026ldquo;We have measures in place to deal with\u003c/p\u003e \u003cp\u003eresponsiveness customer reactions frequently.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.843\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.949\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eCompetitive advantage\u003c/em\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eCA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c3\"\u003e \u003cp\u003e0.860\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c5\"\u003e \u003cp\u003e0.872\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c6\"\u003e \u003cp\u003e0.639\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eCA1\u003c/em\u003e: \u0026ldquo;We are more competitive in performance with respect to quality objectives.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.861\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e2.340\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eCA2\u003c/em\u003e: \u0026ldquo;We are more competitive in performance with respect to cost objectives.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.810\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.917\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eCA3\u003c/em\u003e: \u0026ldquo;Our customers get more value than those of our competitors.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.732\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.727\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eCA4\u003c/em\u003e: \u0026ldquo;Our hotel achieves greater efficiency than our competitors.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.815\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.888\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003e\u003cem\u003eCA5\u003c/em\u003e: \u0026ldquo;Our hotel has gained strategic advantages over competitors.\u0026rdquo;\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003e0.774\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"char\" char=\".\" colname=\"c4\"\u003e \u003cp\u003e1.741\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e\u0026nbsp;\u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e\u0026nbsp;\u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003ctfoot\u003e \u003ctr\u003e\u003ctd colspan=\"6\"\u003eNote(s): n\u0026thinsp;=\u0026thinsp;185. CA\u0026thinsp;=\u0026thinsp;Cronbach\u0026rsquo;s Alpha, CR\u0026thinsp;=\u0026thinsp;Composite Reliability, AVE\u0026thinsp;=\u0026thinsp;Average Variance Extracted, VIF\u0026thinsp;=\u0026thinsp;Variance Inflation Factor.\u003c/td\u003e\u003c/tr\u003e \u003c/tfoot\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003eSource(s)\u003c/strong\u003e \u003cp\u003eAuthor`s own work.\u003c/p\u003e \u003c/p\u003e \u003cp\u003eAfter convergent validity, the discriminant validity of the measurement model is assessed. As shown in Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e, the Fornell-Larcker (1981) evaluation criterion argued that the square root of the average variance extracted (AVE) for each latent variable is greater than the inter-construct correlation in the measurement model. This research suggests that the Fornell and Larcker criteria fall within an acceptable range (Fornell \u0026amp; Larcker, 1981). In addition, the HTMT value falls below the threshold of 0.90, indicating that it is within an acceptable range (Kline, 2005). Consequently, this shows that no discriminant validity issues (See Table\u0026nbsp;\u003cspan refid=\"Tab2\" class=\"InternalRef\"\u003e2\u003c/span\u003e below).\u003c/p\u003e \n\u003cp\u003e\u003cstrong\u003eTable 2:\u003c/strong\u003e Discriminant validity (Fornell-Larcker criterion and Heterotrait-monotrait ratio (HTMT)\u003c/p\u003e\n\u003ctable style=\"border: none;width:6.3in;margin-left:6.85pt;border-collapse:collapse;\"\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 106.3pt;border-top: 1pt solid windowtext;border-left: none;border-bottom: 1pt solid windowtext;border-right: none;padding: 0in 5.4pt;height: 11.9pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003eConstructs\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;border-top: 1pt solid windowtext;border-left: none;border-bottom: 1pt solid windowtext;border-right: none;padding: 0in 5.4pt;height: 11.9pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eCA\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.65pt;border-top: 1pt solid windowtext;border-left: none;border-bottom: 1pt solid windowtext;border-right: none;padding: 0in 5.4pt;height: 11.9pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eIO\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 70.85pt;border-top: 1pt solid windowtext;border-left: none;border-bottom: 1pt solid windowtext;border-right: none;padding: 0in 5.4pt;height: 11.9pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eKS\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 63.8pt;border-top: 1pt solid windowtext;border-left: none;border-bottom: 1pt solid windowtext;border-right: none;padding: 0in 5.4pt;height: 11.9pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eMO\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.6pt;border-top: 1pt solid windowtext;border-left: none;border-bottom: 1pt solid windowtext;border-right: none;padding: 0in 5.4pt;height: 11.9pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003ePO\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;border-top: 1pt solid windowtext;border-left: none;border-bottom: 1pt solid windowtext;border-right: none;padding: 0in 5.4pt;height: 11.9pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eRT\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 106.3pt;border: none;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eCA\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;border: none;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.799\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.65pt;border: none;background: rgb(231, 230, 230);padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.342\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 70.85pt;border: none;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.309\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 63.8pt;border: none;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.625\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.6pt;border: none;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.204\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;border: none;padding: 0in 5.4pt;height: 16.55pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.058\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 106.3pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eIO\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.307\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.65pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.872\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 70.85pt;background: rgb(231, 230, 230);padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.209\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 63.8pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.477\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.6pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.193\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.032\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 106.3pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eKS\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.266\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.65pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.172\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 70.85pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.782\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 63.8pt;background: rgb(231, 230, 230);padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.383\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.6pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.237\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.073\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 106.3pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eMO\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.547\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.65pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.403\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 70.85pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.316\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 63.8pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.819\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.6pt;background: rgb(231, 230, 230);padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.357\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;'\u003e0.108\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 106.3pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003ePO\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.187\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.65pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.170\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 70.85pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.194\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 63.8pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.304\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.6pt;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.862\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;background: rgb(231, 230, 230);padding: 0in 5.4pt;height: 16.55pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cem\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.092\u003c/span\u003e\u003c/em\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd style=\"width: 106.3pt;border-top: none;border-right: none;border-left: none;border-image: initial;border-bottom: 1pt solid windowtext;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003eRT\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;border-top: none;border-right: none;border-left: none;border-image: initial;border-bottom: 1pt solid windowtext;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e-0.016\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.65pt;border-top: none;border-right: none;border-left: none;border-image: initial;border-bottom: 1pt solid windowtext;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e-0.012\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 70.85pt;border-top: none;border-right: none;border-left: none;border-image: initial;border-bottom: 1pt solid windowtext;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.045\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 63.8pt;border-top: none;border-right: none;border-left: none;border-image: initial;border-bottom: 1pt solid windowtext;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e-0.044\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 49.6pt;border-top: none;border-right: none;border-left: none;border-image: initial;border-bottom: 1pt solid windowtext;padding: 0in 5.4pt;height: 16.55pt;vertical-align: bottom;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.071\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd style=\"width: 56.7pt;border-top: none;border-right: none;border-left: none;border-image: initial;border-bottom: 1pt solid windowtext;padding: 0in 5.4pt;height: 16.55pt;vertical-align: top;\"\u003e\n \u003cp style='margin-top:0in;margin-right:0in;margin-bottom:0in;margin-left:0in;font-size:11.0pt;font-family:\"Calibri\",sans-serif;text-align:center;line-height:150%;'\u003e\u003cspan style='font-family:\"Times New Roman\",serif;color:black;'\u003e0.908\u003c/span\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n\u003c/table\u003e\n\u003cp\u003e\u003cstrong\u003e\u0026nbsp;\u003c/strong\u003e\u003cem\u003eNote (s): The value in italic is Heterotrait-monotrait ratio and below diagonal is Fornell-Larcker criterion.\u0026nbsp;\u003c/em\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003e\u0026nbsp;Source(s):\u0026nbsp;\u003c/strong\u003eAuthor`s own work.\u003c/p\u003e\n\u003cp\u003eThen, the presence of a multicollinearity issue is evaluated using variance inflation factor (VIF). Table\u0026nbsp;\u003cspan refid=\"Tab1\" class=\"InternalRef\"\u003e1\u003c/span\u003e above shows the VIF for each variable estimated throughout the measurement model analysis procedure. None of the VIF values exceed 3.3, indicating the absence of multi-collinearity or collinearity problems (Knock \u0026amp; Lynn, 2012).\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec16\" class=\"Section2\"\u003e \u003ch2\u003e4.2 Structural model assessment\u003c/h2\u003e \u003cp\u003eThe study investigates the direct influence of the independent variable on the dependent variable and finds that all paths are statistically justified, as shown in Fig.\u0026nbsp;\u003cspan refid=\"Fig3\" class=\"InternalRef\"\u003e3\u003c/span\u003e and Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e. However, the mediating role of KS in the linkage between EO and CA is considered to be insignificant (H7: β\u0026thinsp;=\u0026thinsp;0.019, t\u0026thinsp;=\u0026thinsp;0.933, p\u0026thinsp;\u0026gt;\u0026thinsp;0.05). However, it was found that the MO partially mediated the relationship between EO and CA (EO \u0026rarr; MO \u0026rarr; CA), with (H8: β\u0026thinsp;=\u0026thinsp;0.229, t\u0026thinsp;=\u0026thinsp;3.479, p\u0026thinsp;\u0026lt;\u0026thinsp;0.05). (Refer to Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eFurthermore, the coefficient of determination (R\u003csup\u003e2\u003c/sup\u003e) showed that EO, MO, and KS can explain 47.9% of the difference in CA. The values of R\u003csup\u003e2\u003c/sup\u003e within the paths EO \u0026rarr; MO and EO \u0026rarr; KS are 71.2% and 34.2%, correspondingly, showing a medium to high ability to explain and predict (Hair et al., 2019).\u003c/p\u003e \u003cp\u003eMoreover, we used blindfolding tests in Smart-PLS 4.0 software to evaluate the predictive relevance. The primary goal was to ascertain the predictive relevance value, also known as Q-squared (Q\u003csup\u003e2\u003c/sup\u003e). Hair et al. (2019) suggested that to demonstrate the predictability of an endogenous construct using external effects, it is essential to have a Q\u003csup\u003e2\u003c/sup\u003e value greater than zero. Thus, the Q\u003csup\u003e2\u003c/sup\u003e values for KS, MO, and CA are 0.047, 0.210, and 0.104, respectively. The result revealed that the model has predictive relevance. Finally, following hypothesis testing, we conducted a model fit analysis for the present research. When SRMR is less than 0.08 and NFI is between 0 and 1 (Goretzko et al., 2024), it is crucial to verify that the model is fit. Hence, the study model is statistically reliable (SRMR\u0026thinsp;=\u0026thinsp;0.05; NFI\u0026thinsp;=\u0026thinsp;0.875). Thus, the model fit is sufficient to evaluate the hypotheses (refer to Table\u0026nbsp;\u003cspan refid=\"Tab3\" class=\"InternalRef\"\u003e3\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003cdiv class=\"gridtable\"\u003e\u003ctable float=\"Yes\" id=\"Tab3\" border=\"1\"\u003e \u003ccaption language=\"En\"\u003e \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e \u003cdiv class=\"CaptionContent\"\u003e \u003cp\u003eStructural model assessment\u003c/p\u003e \u003c/div\u003e \u003c/caption\u003e \u003ccolgroup cols=\"9\"\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c1\" colnum=\"1\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c2\" colnum=\"2\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c3\" colnum=\"3\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c4\" colnum=\"4\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c5\" colnum=\"5\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c6\" colnum=\"6\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c7\" colnum=\"7\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c8\" colnum=\"8\"\u003e\u003c/div\u003e \u003cdiv align=\"left\" class=\"colspec\" colname=\"c9\" colnum=\"9\"\u003e\u003c/div\u003e \u003cthead\u003e \u003ctr\u003e \u003cth align=\"left\" colspan=\"3\" nameend=\"c3\" namest=\"c1\"\u003e \u003cp\u003eModel fit summary\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c5\" namest=\"c4\"\u003e \u003cp\u003eSRMR\u0026thinsp;=\u0026thinsp;0.051\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c7\" namest=\"c6\"\u003e \u003cp\u003eNFI\u0026thinsp;=\u0026thinsp;0.875\u003c/p\u003e \u003c/th\u003e \u003cth align=\"left\" colspan=\"2\" nameend=\"c9\" namest=\"c8\"\u003e\u0026nbsp;\u003c/th\u003e \u003c/tr\u003e \u003c/thead\u003e \u003ctbody\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eHypotheses\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eRelationship\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003eStd. Beta\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003eStandard deviation\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003eT-value\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003ep-values\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003eQ\u003csup\u003e2\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003eR\u003csup\u003e2\u003c/sup\u003e\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003eDecision\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH1\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEO \u0026rarr; CA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.368\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.082\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e4.484***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e0.104\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e47.9%\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH2\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEO \u0026rarr; KS\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.262\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.079\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e3.338***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e0.047\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e34.2%\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH3\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEO\u0026rarr; MO\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.501\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.077\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e6.467***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e0.210\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e71.2%\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH4\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eMO \u0026rarr; KS\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.269\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.112\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e2.413**\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.008\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e0.047\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e34.2%\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH5\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eKS \u0026rarr; CA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.152\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.087\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e1.746**\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.043\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e0.104\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e47.9%\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH6\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eMO \u0026rarr; CA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.497\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.109\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e4.540***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c7\"\u003e \u003cp\u003e0.104\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c8\"\u003e \u003cp\u003e47.9%\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colspan=\"9\" nameend=\"c9\" namest=\"c1\"\u003e \u003cp\u003eIndirect effects (Mediation)\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH7\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEO \u0026rarr; KS \u0026rarr; CA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.019\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.021\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e0.933\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.176\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"3\" nameend=\"c9\" namest=\"c7\"\u003e \u003cp\u003eRejected\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003ctr\u003e \u003ctd align=\"left\" colname=\"c1\"\u003e \u003cp\u003eH8\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c2\"\u003e \u003cp\u003eEO \u0026rarr; MO \u0026rarr; CA\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c3\"\u003e \u003cp\u003e0.299\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c4\"\u003e \u003cp\u003e0.066\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c5\"\u003e \u003cp\u003e3.479***\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c6\"\u003e \u003cp\u003e0.000\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colspan=\"2\" nameend=\"c8\" namest=\"c7\"\u003e \u003cp\u003ePartial-mediation\u003c/p\u003e \u003c/td\u003e \u003ctd align=\"left\" colname=\"c9\"\u003e \u003cp\u003eSupported\u003c/p\u003e \u003c/td\u003e \u003c/tr\u003e \u003c/tbody\u003e \u003c/colgroup\u003e \u003c/table\u003e\u003c/div\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003eNote(s)\u003c/strong\u003e \u003cp\u003e \u003cem\u003eSignificant at p** \u0026lt; 0.01; p*** \u0026lt; 0.05\u003c/em\u003e \u003c/p\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003eSource(s)\u003c/strong\u003e \u003cp\u003eAuthor`s own work.\u003c/p\u003e \u003c/p\u003e "},{"header":"5. Discussion","content":"\u003cp\u003eThis research aimed to investigate the direct and indirect impact of entrepreneurial orientation on competitive advantage in 3-5-star hotels in Ethiopia. Specifically, the mediating role of knowledge sharing and market orientation was investigated.\u003c/p\u003e \u003cp\u003eHypothesis One result is in line with Karnowati et al. (2022) and DCT. Nevertheless, the current research conclusion contradicts the research findings of Rizqiyyah et al. (2023). Furthermore, the study result of hypothesis two demonstrated that EO can promote KS, particularly tacit knowledge. This type of knowledge is crucial for the organization to establish a CA, as it is difficult for competitors to imitate which concurs with the research of Salleh et al. (2018). The result of hypothesis three which states the association between EO and MO consistent with the prior result of Acosta et al. (2018).\u003c/p\u003e \u003cp\u003eHypothesis four suggests that a hotel that promotes a culture of market orientation can facilitate knowledge sharing, leading to increased creativity within the organization. Furthermore, the relationship between MO and KS revealed that an organization that gathers information about competitors and customers' demands should cultivate a culture of knowledge sharing to distribute the acquired information within the organizational structure. The result of this study aligns with the prior research findings of Fitriany et al. (2020).\u003c/p\u003e \u003cp\u003eHypothesis five posited that the act of sharing knowledge has a favorable and noteworthy impact on gaining a CA. Knowledge, as an intangible resource, enhances competitive advantage when shared inside an organization as explicit knowledge to overcome environmental dynamism. The finding of our research aligns with prior findings by Kadarusman \u0026amp; Rosyafah (2022), which concluded that KS has a beneficial effect on CA.\u003c/p\u003e \u003cp\u003eOur study's finding of hypothesis six indicates that MO has a substantial impact on CA. To gain a competitive edge, businesses need to have a customer orientation that involves knowing the current and future demand dynamics of their target customers, as their needs might change quickly. The result of this research aligns with the prior assumptions of Karnowati et al. (2022). Nevertheless, our research result contradicts the findings of Rizqiyyah et al. (2023).\u003c/p\u003e \u003cp\u003eHypothesis seven posited that KS mediates the relationship between EO and CA. However, our study's findings do not provide evidence in favour of this hypothesis. Moreover, the outcome of Hypothesis Seven contradicts the research findings of Fitriany et al. (2020). However, Ishii \u0026amp; Kikumori (2024) emphasized the importance of MO for any firm, which allows an organization to build the necessary skills and abilities to outperform its competitors. As proposed in hypothesis eight, the degree to which the hotel is entrepreneurial-oriented and fosters CA depends on MO which is in line with the research outcome of Ifa Khoiria Ningrum (2020).\u003c/p\u003e \u003cdiv id=\"Sec18\" class=\"Section2\"\u003e \u003ch2\u003e5.1 Theoretical implication\u003c/h2\u003e \u003cp\u003eBy thoroughly examining multiple avenues, this research greatly improves the current knowledge of competitive advantage. First, this research contributes useful insights into how entrepreneurial orientation enhances competitive advantage within the framework of dynamic capability theory. In addition, there is a dearth of research on the mechanisms by which KS and MO mediate the association between EO and CA in the hospitality sector. Consequently, the result of this study has useful insights into the literature.\u003c/p\u003e \u003cp\u003eSecond, this research contributes to the existing understanding of dynamic capability theory by investigating distinct insights concerning EO as a means of gaining a competitive edge in the tourism sector. Upon reviewing extensive research in this field, it appears that the majority of studies examine the association between EO and CA, particularly concerning long-term competitive advantage and competitiveness, with a particular emphasis on the manufacturing sector. Nevertheless, there is a dearth of studies explicitly dedicated to examining the association between EO and CA within the hospitality context. Thus, the findings of this study provide noteworthy insights into the existing knowledge.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec19\" class=\"Section2\"\u003e \u003ch2\u003e5.2 Managerial implications\u003c/h2\u003e \u003cp\u003eThe present research findings would assist Ethiopian hoteliers in comprehending the significance of market orientation in enhancing performance. The results suggest that it is feasible to get a competitive edge by effectively adopting a market orientation strategy and promoting information exchange. Hoteliers should regularly collect data on the needs of both their current and potential guests. Furthermore, the hotel management should possess the ability to discern both the current pros and cons, as well as the long-term plans and capacities of their prospective rivals. This will allow hoteliers to respond quickly to competitors' actions to gain a stronger competitive advantage.\u003c/p\u003e \u003cp\u003eThis study`s findings guide practitioners in focusing on entrepreneurial orientation, market orientation, and information sharing as part of their management practices to have CA. The implications of the findings indicate that adopting entrepreneurial orientation, knowledge sharing, market orientation, and effective management techniques can be a successful approach to achieving a competitive advantage. Therefore, managers should see the outcome of this study as the most effective option for adapting to the ever-changing environment and gaining a competitive edge by utilizing resources, particularly tacit knowledge.\u003c/p\u003e \u003cp\u003eThe study's results are crucial for managers in the tourism industry in both emerging economies and developed nations to utilize for policy formulation and decision-making. This study could have substantial implications for organizations seeking to adapt to a dynamic environment. Additionally, it could provide valuable insights for developing strategies to establish a more versatile and adaptable company. From a pragmatic perspective, gaining insight into the relationships under investigation is a valuable contribution. Managers should give priority to flexibility to gain new competitive advantages in response to changing client needs, digital technologies, and competition.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec20\" class=\"Section2\"\u003e \u003ch2\u003e5.3 Limitation and Future Research Direction\u003c/h2\u003e \u003cp\u003eWhile this work undoubtedly has a substantial contribution to the existing body of information, it is imperative to acknowledge that it also has certain shortcomings. Firstly, it is important to note that the current research is cross-sectional. A longitudinal study can produce varied findings. Therefore, researchers can focus their emphasis on investigating the connections through a longitudinal study.\u003c/p\u003e \u003cp\u003eSecond, this study focuses solely on analyzing the hotel sector in Ethiopia. As a result, it is critical to incorporate diversity in industries and regions when evaluating study outcomes in future investigations. To broaden the scope of this study, future researchers may want to include more countries and industries, such as the banking sector.\u003c/p\u003e \u003cp\u003eThird, it is essential to do additional research that spans several cultural and geographical viewpoints to strengthen the practicality and bearing of the findings. Furthermore, this model solely takes into account direct and indirect impacts. Future research could incorporate additional variables, such as innovative culture, into the model as moderating factors to investigate how creative culture influences the association between EO and CA.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec21\" class=\"Section2\"\u003e \u003ch2\u003e5.4 Conclusion\u003c/h2\u003e \u003cp\u003eThe present research has identified a structural association between EO and CA in the Ethiopian hospitality industry, particularly in hotels. It also conducted an empirical investigation to examine the mediating influence of KS and MO on this relationship, utilizing dynamic capability theory from the manager`s perspective. The study findings provided evidence of the relationship between EO and CA. Hence, the result of this research enhances dynamic capability theory and EO by integrating research on MO, KS, and CA. Moreover, the hotels' competitive advantage depends on EO and the need for managers to be entrepreneurial-oriented to foster CA.\u003c/p\u003e \u003c/div\u003e"},{"header":"Declarations","content":"\u003cp\u003e \u003cstrong\u003eEthical approval\u003c/strong\u003e \u003cp\u003e All procedures in this study adhered to the 1964 Helsinki Declaration and its subsequent revisions, or comparable ethical standards. Turkey's Measures for the Ethical Review of Life Science and Medical Research Involving Human Beings say that the Institutional Review Board (IRB) of the School of Home Faculty of Economics and Administrative Sciences at Cyprus International University confirmed that research that doesn't hurt people and doesn't involve private information or business interests can be exempt from ethical review. In particular, this study does not include specific groups like minors, people with disabilities, or other vulnerable groups. The questions in the questionnaire do not have any negative consequences on the mental health of the people who answer them. this study uses anonymized data for research, doesn't hurt anyone, and doesn't include any private information or business interests. The Institutional Review Board of the School of Economics and Administrative Sciences at Cyprus International University looked over this project and gave it an exemption from ethical approval on November 18, 2024. No exemption number was given.\u003c/p\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003eConsent to participate\u003c/strong\u003e \u003cp\u003e We distributed structured questionnaires with attached consent forms to participants to adhere to research ethics. We have informed participants who took part in the research on the first page of the research questionnaires what the study was for, how the data would be used, that their information would be kept private and anonymous, that they may choose to take part, and that they could leave the study at any moment. Before they could take the survey, participants had to read this information and agree to it. So, the participants gave their permission for the study to use their data. We assured the participants that we would strictly maintain their privacy and identity, collecting no personally identifiable information. We assured participants that their answers would only be used for academic purposes and that the authors would manage and keep the dataset very carefully, with no danger involved. Everyone knew they could leave at any time without punishment and that participation was voluntary. The consent included participating in the study and using the data collected for research purposes. Furthermore, this study did not include any vulnerable people or minors. The data was stripped of identification and used only for research analysis.\u003c/p\u003e \u003c/p\u003e \u003cp\u003e \u003cstrong\u003eConsent for publication\u003c/strong\u003e \u003cp\u003e Authors have agreed to publish our manuscript.\u003c/p\u003e \u003c/p\u003e\u003ch2\u003eFunding statement\u003c/h2\u003e \u003cp\u003eThe research does not receive any funding.\u003c/p\u003e\u003ch2\u003eAuthor Contribution\u003c/h2\u003e\u003cp\u003eDHT conceived the study, wrote the introduction methodology, and analysedthe data. FY wrote the literature review, edited, and supervised the project.HS did the discussions, conclusion, managerial implication andproofreading.\u003c/p\u003e\u003ch2\u003eAcknowledgement\u003c/h2\u003e\u003cp\u003eNot applicable\u003c/p\u003e\u003ch2\u003eData Availability\u003c/h2\u003e\u003cp\u003eThe data associated with the study will be made available upon reasonablerequest .\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAbu-Rumman, A., Al Shraah, A., Al-Madi, F., \u0026amp; Alfalah, T. (2021). Entrepreneurial networks, entrepreneurial orientation, and performance of small and medium enterprises: are dynamic capabilities the missing link? Journal of Innovation and Entrepreneurship, 10(1), 29. Entrepreneurship (2021) 10:29. \u003c/li\u003e\n\u003cli\u003eAcosta, A. S., Crespo, \u0026Aacute;. H., \u0026amp; Agudo, J. C. (2018). Effect of market orientation, network capability, and entrepreneurial orientation on international performance of small and medium enterprises (SMEs). \u003cem\u003eInternational Business Review\u003c/em\u003e, \u003cem\u003e27\u003c/em\u003e(6), 1128-1140. \u003c/li\u003e\n\u003cli\u003eAnderson, J.C. and Gerbing, D.W. (1988), \u0026ldquo;Structural equation modeling in practice: a review and recommended two-step approach\u0026rdquo;, Psychological Bulletin, Vol. 103 No. 3, p. 411.\u003c/li\u003e\n\u003cli\u003eAgust\u0026iacute;, M. A., Aguilar-Caro, R., Gal\u0026aacute;n, J. L., \u0026amp; Acedo, F. J. (2024). Dynamic resource management and slack resources. \u003cem\u003eManagement Decision\u003c/em\u003e, \u003cem\u003e62\u003c/em\u003e(13), 223-242.\u003c/li\u003e\n\u003cli\u003eBerhanu, K., \u0026amp; Raj, S. (2024). The role of social media marketing in Ethiopian tourism and hospitality organizations: Applying the unified theory of acceptance and use of technology model. \u003cem\u003eCogent Social Sciences\u003c/em\u003e, \u003cem\u003e10\u003c/em\u003e(1), 2318866. \u003c/li\u003e\n\u003cli\u003eBitencourt, C. C., de Oliveira Santini, F., Ladeira, W. J., Santos, A. C., \u0026amp; Teixeira, E. K. (2020). The extended dynamic capabilities model: A meta-analysis. European Management Journal, 38(1), 108-120. \u003c/li\u003e\n\u003cli\u003eChristensen, C. M. (1997). The innovator\u0026apos;s dilemma: When new technologies cause great firms to fail. Harvard Business School Press.\u003c/li\u003e\n\u003cli\u003eCohen, J. 1977. Statistical power analysis for the behavioral sciences. Academic Press, New York.\u003c/li\u003e\n\u003cli\u003eCorreia, R.J., Dias, J.G. and Teixeira, M.S. (2020), \u0026ldquo;Dynamic capabilities and competitive advantages as mediator variables between market orientation and business performance\u0026rdquo;, Journal of Strategy and Management, Vol. 14 No. 2, pp. 187-206. \u003c/li\u003e\n\u003cli\u003eCovin, J. G., \u0026amp; Wales, W. J. (2019). Crafting high-impact entrepreneurial orientation research: Some suggested guidelines. \u003cem\u003eEntrepreneurship theory and practice\u003c/em\u003e, \u003cem\u003e43\u003c/em\u003e(1), 3-18.\u003c/li\u003e\n\u003cli\u003eDibiku, M. G. (2023). The moderating effect of economic viability between sustainable tourism dimensions and tourist satisfaction in Ethiopia using partial least squares. \u003cem\u003eCuadernos de Turismo\u003c/em\u003e, (51), 325-347. \u003c/li\u003e\n\u003cli\u003eDoucour\u0026eacute;, B., \u0026amp; Diagne, A. (2023). Market orientation, innovativeness, and competitive advantage: Empirical insight from women entrepreneurs in the Senegalese agri-food sector. \u003cem\u003eJournal of African Business\u003c/em\u003e, \u003cem\u003e24\u003c/em\u003e(2), 320-344. \u003c/li\u003e\n\u003cli\u003eElgarhy, S. D., \u0026amp; Abou-Shouk, M. (2023). Effects of entrepreneurial orientation, marketing, and innovation capabilities, on market performance: The mediating effect of sustainable competitive advantage. \u003cem\u003eInternational Journal of Contemporary Hospitality Management\u003c/em\u003e, \u003cem\u003e35\u003c/em\u003e(6), 1986-2004. \u003c/li\u003e\n\u003cli\u003eFitriany, F., Brasit, N., Nursyamsi, I., \u0026amp; Kadir, N. (2020). The influence of Entrepreneur insight, market orientation, knowledge-sharing capabilities, on the performance and competitiveness of SMEs in Makassar Indonesia. \u003cem\u003eInternational journal of multicultural and multireligious understanding\u003c/em\u003e, \u003cem\u003e7\u003c/em\u003e(7), 392-411. \u003c/li\u003e\n\u003cli\u003eFornell, C., \u0026amp; Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. \u003cem\u003eJournal of marketing research\u003c/em\u003e, \u003cem\u003e18\u003c/em\u003e(1), 39-50. \u003c/li\u003e\n\u003cli\u003eGoretzko, D., Siemund, K., \u0026amp; Sterner, P. (2024). Evaluating model fit of measurement models in confirmatory factor analysis. \u003cem\u003eEducational and Psychological Measurement\u003c/em\u003e, \u003cem\u003e84\u003c/em\u003e(1), 123-144. \u003c/li\u003e\n\u003cli\u003eGorsuch, R. L. (1983). Factor Analysis (2nd Ed.). Hillsdale, NJ: Lawrence Erlbaum.\u003c/li\u003e\n\u003cli\u003eHair, J. F., Risher, J. J., Sarstedt, M., \u0026amp; Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. \u003cem\u003eEuropean Business Review\u003c/em\u003e, \u003cem\u003e31\u003c/em\u003e(1), 2-24. \u003c/li\u003e\n\u003cli\u003eHanifah, H., Abd Halim, N., Vafaei-Zadeh, A., \u0026amp; Nawaser, K. (2022). Effect of intellectual capital and entrepreneurial orientation on innovation performance of manufacturing SMEs: the mediating role of knowledge sharing. \u003cem\u003eJournal of Intellectual Capital\u003c/em\u003e, \u003cem\u003e23\u003c/em\u003e(6), 1175-1198. \u003c/li\u003e\n\u003cli\u003eHelfat, C. E., \u0026amp; Peteraf, M. A. (2003). The dynamic resource‐based view: Capability lifecycles. \u003cem\u003eStrategic Management Journal\u003c/em\u003e, \u003cem\u003e24\u003c/em\u003e(10), 997-1010.\u003c/li\u003e\n\u003cli\u003eHermundsdottir, F., \u0026amp; Aspelund, A. (2021). Sustainability innovations and firm competitiveness: A review. Journal of Cleaner Production, 280, 124715. \u003c/li\u003e\n\u003cli\u003eHern\u0026aacute;ndez-Perlines, F. (2016). Entrepreneurial orientation in the hotel industry: Multi-group analysis of quality certification. \u003cem\u003eJournal of Business Research\u003c/em\u003e, \u003cem\u003e69\u003c/em\u003e(10), 4714-4724. \u003c/li\u003e\n\u003cli\u003eIslam, T., Zahra, I., Rehman, S. U., \u0026amp; Jamil, S. (2024). How does knowledge sharing encourage innovative work behavior through occupational self-efficacy? The moderating role of entrepreneurial leadership. \u003cem\u003eGlobal Knowledge, Memory and Communication\u003c/em\u003e, \u003cem\u003e73\u003c/em\u003e(1/2), 67-83. \u003c/li\u003e\n\u003cli\u003eIfa Khoiria Ningrum, I. K. N. (2020). The role of mediation in product innovation and market orientation is related to both entrepreneurial orientation and competitive advantage. The Role of Mediation on Product Innovation and Market Orientation Related to both Entrepreneurial Orientation and Competitive Advantage, 13(3), 622-639.\u003c/li\u003e\n\u003cli\u003eJatmiko, U. (2022). Competitive Advantage of Small and Medium Enterprises (SMEs) In Terms of Entrepreneurial and Market Orientation. \u003cem\u003eInternational Journal on Social Science, Economics and Art\u003c/em\u003e, \u003cem\u003e12\u003c/em\u003e(3), 147-155. \u003c/li\u003e\n\u003cli\u003eKadarusman, K., \u0026amp; Rosyafah, S. (2022). Competitive Advantage, Entrepreneurial Orientation, Knowledge Sharing, and SMEs\u0026rsquo; Performance: Mediation-Moderation Analysis. \u003cem\u003eJurnal Minds: Manajemen Ide dan Inspirasi\u003c/em\u003e, \u003cem\u003e9\u003c/em\u003e(1), 127-142.\u003c/li\u003e\n\u003cli\u003eKallmuenzer, A., Kraus, S., Peters, M., Steiner, J., \u0026amp; Cheng, C. F. (2019). Entrepreneurship in tourism firms: A mixed-methods analysis of performance driver configurations. Tourism Management, 74, 319-330. \u003c/li\u003e\n\u003cli\u003eKarnowati, N., \u0026amp; Handayani, E. (2022). Mediation role of business performance on entrepreneurship orientation and market orientation to create MSME competitiveness in pandemic times. \u003cem\u003eInternational Journal of Research in Business and Social Science (2147-4478)\u003c/em\u003e, \u003cem\u003e11\u003c/em\u003e(6), 138-147. \u003c/li\u003e\n\u003cli\u003eKiyabo, K., \u0026amp; Isaga, N. (2020). SMEs\u0026rsquo; Performance in Developing Countries: Suitability of Personal Wealth Measures. \u003c/li\u003e\n\u003cli\u003eKline, R.B. (2005), Principles and Practice of Structural Equation Modeling, 2nd ed., Guilford Press, New York. \u003c/li\u003e\n\u003cli\u003eKnock, N and Lynn, G.S. (2012). Lateral Collinearity and Misleading Results in Variance-Based SEM: An Illustration and Recommendations. Journal of the Association for Information Systems, 13(7), 546-580.\u003c/li\u003e\n\u003cli\u003eKohli, A. K., \u0026amp; Jaworski, B. J. (1990). Market orientation: the construct, research propositions, and managerial implications. \u003cem\u003eJournal of Marketing\u003c/em\u003e, \u003cem\u003e54\u003c/em\u003e(2), 1-18. \u003c/li\u003e\n\u003cli\u003eKorsakienė, R., \u0026amp; Rai\u0026scaron;ienė, A. G. (2022). Sustainability drivers of small and medium-sized firms: A review and research agenda. \u003cem\u003eScientific papers of the University of Pardubice. Series D: Faculty of economics and administration.\u003c/em\u003e, \u003cem\u003e30\u003c/em\u003e(1), 1-12.\u003c/li\u003e\n\u003cli\u003eLiu, Y. (2022). Dynamic Capabilities: A Theoretical Review and Reflection. In \u003cem\u003eProceedings of the 5th International Conference on Economic Management and Green Development\u003c/em\u003e (pp. 245-251). Singapore: Springer Nature Singapore.\u003c/li\u003e\n\u003cli\u003eLumpkin, G. T., \u0026amp; Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. \u003cem\u003eAcademy of Management Review\u003c/em\u003e, \u003cem\u003e21\u003c/em\u003e(1), 135-172. \u003c/li\u003e\n\u003cli\u003eLuu, T. T. (2021). Green creative behavior in the tourism industry: the role of green entrepreneurial orientation and a dual-mediation mechanism. \u003cem\u003eJournal of Sustainable Tourism\u003c/em\u003e, \u003cem\u003e29\u003c/em\u003e(8), 1290-1318. \u003c/li\u003e\n\u003cli\u003eMalik, M. S., \u0026amp; Kanwal, M. (2018). Impacts of organizational knowledge sharing practices on employees\u0026rsquo; job satisfaction: Mediating roles of learning commitment and interpersonal adaptability. \u003cem\u003eJournal of Workplace Learning\u003c/em\u003e, \u003cem\u003e30\u003c/em\u003e(1), 2-17. \u003c/li\u003e\n\u003cli\u003eMakhloufi, L., Laghouag, A. A., \u0026amp; Ali Sahli, A. (2024). The mediating effect of absorptive capacity on the relationship between knowledge sharing and entrepreneurial orientation and the moderating role of opportunity recognition. \u003cem\u003eJournal of Research in Marketing and Entrepreneurship\u003c/em\u003e, \u003cem\u003e26\u003c/em\u003e(2), 415-439. \u003c/li\u003e\n\u003cli\u003eMartin, S. L., \u0026amp; Javalgi, R. R. G. (2016). Entrepreneurial orientation, marketing capabilities, and performance: the moderating role of competitive intensity on Latin American International new ventures. \u003cem\u003eJournal of Business Research\u003c/em\u003e, \u003cem\u003e69\u003c/em\u003e(6), 2040-2051. \u003c/li\u003e\n\u003cli\u003eMemon, M. A., Ting, H., Cheah, J. H., Thurasamy, R., Chuah, F., \u0026amp; Cham, T. H. (2020). The sample size for survey research: Review and recommendations. \u003cem\u003eJournal of Applied Structural Equation Modeling\u003c/em\u003e, \u003cem\u003e4\u003c/em\u003e(2), 1-20.\u003c/li\u003e\n\u003cli\u003eMigdadi, M. M. (2020). Knowledge management, customer relationship management, and innovation capabilities. \u003cem\u003eJournal of Business \u0026amp; Industrial Marketing\u003c/em\u003e, \u003cem\u003e36\u003c/em\u003e(1), 111-124. \u003c/li\u003e\n\u003cli\u003eMohammad Shafiee, M. (2021). Knowledge-based marketing and competitive advantage: developing new scales using mixed method approach. Journal of Modelling in Management, 16(4), 1208-1229. \u003c/li\u003e\n\u003cli\u003eNarver, J. C., \u0026amp; Slater, S. F. (1998). Additional thoughts on the measurement of market orientation: a comment on Deshpande and Farley. \u003cem\u003eJournal of market-focused management\u003c/em\u003e, \u003cem\u003e2\u003c/em\u003e, 233-236.\u003c/li\u003e\n\u003cli\u003eOlaleye, B.R., Akkaya, M., Emeagwali, O.L., Awwad, R.I. and Hamdan, S. (2020), \u0026ldquo;Strategic thinking and innovation performance; the mediating role of absorptive capabilities\u0026rdquo;, Revista Argentina de Clinica Psicologica, Vol. 29 No. 5, pp. 2030-2043. \u003c/li\u003e\n\u003cli\u003eOsorio Tinoco, F. F., Hern\u0026aacute;ndez-Espallardo, M., \u0026amp; Rodriguez-Orejuela, A. (2020). Nonlinear and complementary effects of responsive and proactive market orientation on firms\u0026rsquo; competitive advantage. Asia Pacific Journal of Marketing and Logistics, 32(4), 841-859. \u003c/li\u003e\n\u003cli\u003ePrayag, G., Jiang, Y., Chowdhury, M., Hossain, M. I., \u0026amp; Akter, N. (2024). Building dynamic capabilities and organizational resilience in tourism firms during COVID-19: A staged approach. Journal of Travel Research, 63(3), 713-740. \u003c/li\u003e\n\u003cli\u003ePraditya, R. A., \u0026amp; Purwanto, A. (2024). Linking The Influence of Dynamic Capabilities and Innovation Capabilities on Competitive Advantage: PLS-SEM Analysis. \u003cem\u003ePROFESSOR: Professional Education Studies and Operations Research\u003c/em\u003e, \u003cem\u003e1\u003c/em\u003e(02), 6-10. \u003c/li\u003e\n\u003cli\u003eRabiul, M. K., Karatepe, O. M., Al Karim, R., \u0026amp; Panha, I. M. (2023). An investigation of the interrelationships of leadership styles, psychological safety, thriving at work, and work engagement in the hotel industry: A sequential mediation model. \u003cem\u003eInternational Journal of Hospitality Management\u003c/em\u003e, \u003cem\u003e113\u003c/em\u003e, 103508. \u003c/li\u003e\n\u003cli\u003eRabiul, M. K., Karim, R. A., \u0026amp; Mohd Shamsudin, F. (2024). Effects of servant leadership on service quality: Mediating roles of employees\u0026rsquo; relational energy perceptions with managers and emotional energy perceptions toward work roles. \u003cem\u003eJournal of Hospitality Marketing \u0026amp; Management\u003c/em\u003e, 1-27. \u003c/li\u003e\n\u003cli\u003eRazzak, M. R. (2023). The mediating effect of productivity between sustainable supply chain management practices and competitive advantage: Evidence from apparel manufacturing in Bangladesh. \u003cem\u003eManagement of Environmental Quality: An International Journal\u003c/em\u003e, \u003cem\u003e34\u003c/em\u003e(2), 428-445. \u003c/li\u003e\n\u003cli\u003eRizqiyyah, A. W., Supriyono, S., Rusdianto, H., \u0026amp; Kholil, M. (2023). The Influence of Market Orientation and Entrepreneurial Orientation on Competitive Advantage with Product Innovation as an Intervening Variable. \u003cem\u003eJournal of Economics and Public Health\u003c/em\u003e, \u003cem\u003e2\u003c/em\u003e(3), 83-94. \u003c/li\u003e\n\u003cli\u003eRohana, N., Abdurahmanova, G., \u0026amp; Goyipnazarov, s. (2022). tacit knowledge sharing and entrepreneurial orientation on organizational performance of micro-businesses in Malaysia. \u003cem\u003eiqtisodiyot va taʼlim\u003c/em\u003e, \u003cem\u003e23\u003c/em\u003e(maxsus_son), 370-375.\u003c/li\u003e\n\u003cli\u003eRoshan, M. (2023). The impact of market orientation on logic-oriented marketing performance in small and medium-sized firms: The mediation role of knowledge management. \u003cem\u003eJournal of Business and Management Review\u003c/em\u003e, \u003cem\u003e4\u003c/em\u003e(10), 799-814. \u003c/li\u003e\n\u003cli\u003eSalleh, Z., Ngah, R., \u0026amp; Zainal Abidin, Z. (2018). Exploring micro enterprises\u0026apos; business performance through entrepreneurial orientation, knowledge sharing, and innovation. \u003cem\u003eManagement \u0026amp; Accounting Review (MAR)\u003c/em\u003e, \u003cem\u003e17\u003c/em\u003e(2), 93-106. \u003c/li\u003e\n\u003cli\u003eSarstedt, M., Ringle, C. M., \u0026amp; Hair, J. F. (2021). Partial least squares structural equation modeling. In \u003cem\u003eHandbook of market research\u003c/em\u003e (pp. 587-632). Cham: Springer International Publishing.\u003c/li\u003e\n\u003cli\u003eSein, Y. Y., \u0026amp; Dmytrenko, D. (2023). Translating the impact of internal and external factors in achieving sustainable market competitiveness: the mediating role of management practices. \u003cem\u003eJournal of Competitiveness\u003c/em\u003e, (1).\u003c/li\u003e\n\u003cli\u003eTang, T. W., Zhang, P., Lu, Y., Wang, T. C., \u0026amp; Tsai, C. L. (2020). The effect of tourism core competence on entrepreneurial orientation and service innovation performance in tourism small and medium enterprises. \u003cem\u003eAsia Pacific Journal of Tourism Research\u003c/em\u003e, \u003cem\u003e25\u003c/em\u003e(2), 89-100. \u003c/li\u003e\n\u003cli\u003eWang, X., Lee, S., \u0026amp; Park, S. W. (2020). The effect of entrepreneurial orientation, social network, and resource acquisition on firm performance in Chinese SMEs: The mediating effect of resource acquisition. \u003cem\u003eGlobal Business \u0026amp; Finance Review (GBFR)\u003c/em\u003e, \u003cem\u003e25\u003c/em\u003e(3), 1-18. \u003c/li\u003e\n\u003cli\u003eWu, H., Chen, J., \u0026amp; Jiao, H. (2016). Dynamic capabilities as a mediator linking international diversification and innovation performance of firms in an emerging economy. Journal of Business Research, 69(8), 2678\u0026ndash;2686. \u003c/li\u003e\n\u003cli\u003eZainul, M., Astuti, E. S., Arifin, Z., \u0026amp; Utami, H. N. (2016). The effect of market orientation toward organizational learning, innovation, competitive advantage, and corporate performance. \u003cem\u003eJournal of Administrative Sciences and Policy Studies\u003c/em\u003e, \u003cem\u003e4\u003c/em\u003e(1), 1-19. \u003c/li\u003e\n\u003cli\u003eZeebaree, M. R. Y., \u0026amp; Siron, R. B. (2017). The impact of entrepreneurial orientation on competitive advantage moderated by financing support in SMEs. \u003cem\u003eInternational Review of Management and Marketing\u003c/em\u003e, \u003cem\u003e7\u003c/em\u003e(1), 43-52.\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":false,"hideJournal":false,"highlight":"","institution":"","isAcceptedByJournal":true,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false},"keywords":"Competitive Advantage, Dynamic Capability Theory, Entrepreneurial Orientation, Knowledge Sharing, Market Orientation","lastPublishedDoi":"10.21203/rs.3.rs-6769587/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-6769587/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003ch2\u003ePurpose -\u003c/h2\u003e \u003cp\u003eUsing dynamic capability theory as an underpinning, the current research's main objective is to investigate the relationship between entrepreneurial orientation and competitive advantage directly and indirectly through the mediating role of knowledge sharing and market orientation.\u003c/p\u003e\u003ch2\u003eDesign/methodology/approach -\u003c/h2\u003e \u003cp\u003eData was collected from managers of 62 hotels with 3-, 4-, and 5-star ratings in Addis Ababa, Ethiopia (n\u0026thinsp;=\u0026thinsp;185). We used the partial least squares structural equation modeling to analyze the data.\u003c/p\u003e\u003ch2\u003eFindings -\u003c/h2\u003e \u003cp\u003eThe study's findings revealed that entrepreneurial orientation significantly influences competitive advantage, both directly and through the mediating role of market orientation. However, our research indicates that knowledge sharing does not mediate the relationship between entrepreneurial orientation and competitive advantage. Therefore, our results suggest that the hotel industry, which has entrepreneurial orientation, can also have competitive advantage if it implements a market orientation strategy.\u003c/p\u003e\u003ch2\u003eOriginality/value -\u003c/h2\u003e \u003cp\u003eThis study is unique in establishing a theoretical foundation for the hospitality industry by examining the significance of entrepreneurial orientation for competitive advantage. Moreover, the model contributes to an expanding body of knowledge and dynamic capability theory.\u003c/p\u003e","manuscriptTitle":"The impact of entrepreneurial orientation on competitive advantage: The mediating role of knowledge sharing and market orientation","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-06-27 10:29:41","doi":"10.21203/rs.3.rs-6769587/v1","editorialEvents":[{"type":"communityComments","content":0},{"type":"decision","content":"Revision requested","date":"2025-09-06T17:27:55+00:00","index":"","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-07-16T13:57:24+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-07-04T19:53:09+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"40454908666205062742090988408790688677","date":"2025-07-04T11:54:24+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"5085241955416397600032979943033138327","date":"2025-07-03T07:30:51+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"96524245692167005113777201030997629514","date":"2025-06-26T21:39:35+00:00","index":"hide","fulltext":""},{"type":"editorInvitedReview","content":"","date":"2025-06-26T11:36:38+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"29774808842358135498072156157139371685","date":"2025-06-25T10:21:54+00:00","index":"hide","fulltext":""},{"type":"reviewerAgreed","content":"90866307516525160873828693869455086090","date":"2025-06-25T08:48:49+00:00","index":"hide","fulltext":""},{"type":"reviewersInvited","content":"","date":"2025-06-24T18:31:03+00:00","index":"","fulltext":""},{"type":"editorInvited","content":"","date":"2025-06-11T17:16:49+00:00","index":"","fulltext":""},{"type":"editorAssigned","content":"","date":"2025-06-06T15:32:08+00:00","index":"","fulltext":""},{"type":"checksComplete","content":"","date":"2025-06-02T14:58:23+00:00","index":"","fulltext":""},{"type":"submitted","content":"Humanities and Social Sciences Communications","date":"2025-05-28T15:26:05+00:00","index":"","fulltext":""}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"humanities-and-social-sciences-communications","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":false,"externalIdentity":"palcomms","sideBox":"Learn more about [Humanities \u0026 Social Sciences Communications](http://www.nature.com/palcomms/)","snPcode":"41599","submissionUrl":"https://submission.springernature.com/new-submission/41599/3","title":"Humanities and Social Sciences Communications","twitterHandle":"","acdcEnabled":true,"dfaEnabled":true,"editorialSystem":"stoa","reportingPortfolio":"Nature AJ","inReviewEnabled":true,"inReviewRevisionsEnabled":false}}],"origin":"","ownerIdentity":"e03739b7-7a48-4510-a981-818cce31c198","owner":[],"postedDate":"June 27th, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"published-in-journal","subjectAreas":[{"id":50660689,"name":"Business and commerce/Business and management"},{"id":50660690,"name":"Social science/Business and management"}],"tags":[],"updatedAt":"2026-04-07T16:00:25+00:00","versionOfRecord":{"articleIdentity":"rs-6769587","link":"https://doi.org/10.1057/s41599-026-06927-4","journal":{"identity":"humanities-and-social-sciences-communications","isVorOnly":false,"title":"Humanities and Social Sciences Communications"},"publishedOn":"2026-03-30 15:57:24","publishedOnDateReadable":"March 30th, 2026"},"versionCreatedAt":"2025-06-27 10:29:41","video":"","vorDoi":"10.1057/s41599-026-06927-4","vorDoiUrl":"https://doi.org/10.1057/s41599-026-06927-4","workflowStages":[]},"version":"v1","identity":"rs-6769587","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-6769587","identity":"rs-6769587","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}