۱٫ Introduction

۲٫ Theoretical background

۳٫ Conceptual framework and hypotheses development

۴٫ Methodology

۵٫ Analysis and results

۶٫ Discussion and conclusion

Appendix A. Supplementary dataAppendix 1. Sample Description

Appendix 2 Means, Standard deviations, Skewness, and Kurtosis for measuring items

References

Abstract

Many researchers have endeavored to explain which factors contribute to sustainable competitive advantage. Toward this end, this study contributes to the marketing and hospitality management literature by providing empirical evidence on how human capital, dynamic marketing capabilities, and market dynamism influence competitive advantage in the hotel sector. We collected cross-sectional survey data from marketing and sales managers in 165 hotels, along with in-depth interviews in three hotels, based in four Gulf Cooperation Council (GCC) countries, namely, Saudi Arabia, Qatar, United Arab Emirates and Bahrain. The findings reveal that human capital directly, and indirectly through dynamic marketing capabilities, plays a critical role on developing competitive advantage. To contextualize this role, our research reveals that market dynamism moderates the mediated relationship between human capital and competitive advantage via market sensing capabilities. We discuss how the findings offer theoretical and managerial implications for the development of competitive advantage in the hotel sector.

Introduction

Uncertainty and dynamism in competitive markets oblige firms to rethink the approaches they adopt to achieve sustainable competitive advantages. Key to attain and maintain a sustainable competitive advantage lies in possessing and developing the unique resources that are difficult to imitate. These resources reside mainly in firms’ human capital that is grounded on firm personnel competence, including skills, knowledge, expertise and capabilities (Mention & Bontis, 2013). Human capital offers the basis to build unique resources and capabilities. The dynamic capabilities (DCs) view provides a robust theoretical foundation for explaining how firms can achieve and maintain competitive advantage through the renewal and reconfiguration of resources and capabilities (Eisenhardt & Martin, 2000; Teece et al. 199). More specifically, linking dynamic marketing capabilities (DMCs) with company performance has attracted the attention of marketing scholars (e.g., Krasnikov & Jayachandran, 2008; Morgan, Slotegraaf, & Vorhies, 2009; Vorhies & Morgan, 2005). Furthermore, empirical evidence has been accumulated to support the association between human capital, represented in employees’ knowledge and skills, and firm performance.