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Process framework for innovation through tradition and its
antecedents in rural heritage B&B
Journal: International Journal of Contemporary Hospitality Management
Manuscript ID IJCHM-08-2021-0990.R2
Keywords:
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Manuscript Type: Original Article
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Heritage B&B, Innovation through tradition, Innovation process, Rural
revitalisation, Hospitality management
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Process framework for innovation through tradition and its antecedents in rural
heritage B&B
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Design/methodology/approach: Nine heritage Bed and Breakfast (B&Bs) displaying
successful Innovation through tradition (ITT) in Songyang county in China were
selected as the research site. Multiple cases of B&B were interviewed, and some
observations were conducted. This study adopted the process-oriented reflexive critical
incident technique to collect qualitative data and analysed it thematically.
Purpose: ITT is an increasingly important area of research particularly in the creative
and cultural industries. The purpose of this study is to develop a process framework of
ITT for rural heritage B&B sector and investigate the antecedents and challenges of
ITT implementation.
Findings: Based on the findings, a five-phase innovation framework is proposed to
demonstrate how ITT could be achieved in practice. These phases are idea generation,
idea evaluation, initial implementation, continuing implementation, and sustaining
improvement. Three key antecedents (experience corridors, networks, and institutional
pressures) of ITT implementation were also identified.
Practical implications: This study has showed that rural heritage B&Bs can
differentiate themselves from competition by the means of ITT. It proposes a process
framework for this kind of innovation bringing to light the required steps, the
antecedents, and key activities which the practitioners should pay great attention. It
highlights the needs for continuing and sustaining innovations in long-term.
Originality: This study proposes a novel five-phase process framework of ITT to
encompass the innovation activities in heritage setting. For practitioners, this study
recommends enhancing the sensing capability of local entrepreneurs through personal
travel experience and establishing business networks as the key antecedents of a
successful ITT under rural heritage setting.
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Keywords: Heritage B&B; Innovation through tradition; Innovation process;
Hospitality management; Rural revitalisation
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1. Introduction
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The Bed and Breakfast (B&B) sector is a major part of the rural tourism industry,
which is an important instrument for diversifying economic activities and promoting
social development in rural areas (Komppula, 2014; Ye et al., 2019). In heritage
villages, an increasing number historic buildings have been renovated into B&B
accommodations aiming to achieve dual objectives of conservation of living heritage
and community participation in tourism - a more attractive economic activities (Bui et
al., 2020; Tritto, 2020). However, the market turbulence, such as caused by the Covid19 pandemic, has posted tremendous challenges for many small-scale rural B&B,
requiring them to enhance their offerings by innovating in services and products
(Davari et al., 2022; Yan et al., 2022). B&B is a sub-sector of hotel industry; many
other studies have advocated the importance for hotel to continue innovation to
maintain competitive advantage and growth (e.g., Gomezelj, 2016; Wikhamn et al.,
2018; Fissi et al., 2020). Consequently, the owner-managers of small rural B&B are
more than ever being forced to pursue sustainable innovation strategies, which do not
compromise conservation of heritage value.
For those owner-managers, one of the key resources for innovation is their tradition
and heritage, as a highly idiosyncratic resource that allows them to develop innovations
with local characteristics. The creative use of tradition is noted to be particularly
important for small rural B&B (Mattsson and Cassel, 2020; Presenza et al., 2019;
Suvittawat, 2020) located in heritage villages. There are many valuable traditions with
potential for creating an authentic experience for visitors (Benur and Bramwell, 2015;
Yi et al., 2017), for examples, historic buildings and attractions, arts and crafts,
traditional farming and other related activities, and folklore handed down from
generation to generation. This can enhance the customer experience, increasing
attractiveness and building a strong differentiation advantage in the market ( Kuo et al.,
2018; Kesgin et al., 2021). More importantly, innovation utilising traditions and
heritage can, simultaneously, achieve sustainable objectives, encompassing heritage
conservation, community development, and tourism economy (Menicucci, 2018;
Widjojo and Gunawan, 2020).
The development and implementation of innovation, however, may be a
challenging endeavour for a small B&B. On one hand, there are some observations
suggesting that some local stakeholders see tradition merely from a narrow conservative
sense, whereas innovation is viewed as something new in contrast with traditions and
the “old” way, the “old” products (Chan et al., 2020; Suvittawat, 2020). Some rural
heritage studies suggests that any implementation of innovation will inevitably involve
complexities since tradition and heritage are common resources associated with many
sustainable development goals (Ma et al., 2021). On the other hand, any misfit
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“The locally praised B&Bs have one thing in common: distinctive local features are fully
embodied, particularly those incorporating features related to traditional resources or
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industries. To obtain more information, I visited these successful B&Bs and learned how
to utilize traditional resources to innovate.”
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5. Discussion and Conclusions
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5.1 Conclusions
Over several decades, the debate has intensified on how rural heritage B&B can be
developed in a way that reconciles the economic, environmental, and social goals (Bui
et al., 2020; Tritto, 2020). This study aims to increase knowledge in rural tourism sector
on how innovation could contribute to the symbiotic and sustainable relationship of
heritage and tourism. The results show that, ITT, as an antidote to homogeneity facing
B&B, is in a position to nourish the heritage tourism economy (Chen et al., 2018;
Mitchell, 2013), and also help B&B to obtain clear competitive advantage.
As shown in Fig. 1, this article charts a path towards a more complete
understanding of ITT processes, with the two main phases: idea development and idea
implementation. The idea development phase consists of two embedded sub-phases
(idea generation and idea evaluation), which focuses on finding inspiration and
generating creative ideas based on the innovator’s own travel experience, and the
affective bonds with their family and local culture. This study proposes that insightful
tourism experience and family background are two factors that can rectify entrepreneurs’
cognitive bias regarding traditional resources and knowledge.
In addition, entrepreneurs adjust and refine their ideas according to governmental
regulations and other specific requirements from relevant authorities. This study reveal
that regulatory pressures compel entrepreneurs to consider sustainable outcomes at idea
evaluation phase and facilitate their new idea to develop in a normative direction.
Regulatory pressures act as an essential antecedent of ITT for a sustainable outcome.
This study proposes that the idea implementation phase consists of three embedded
sub-phases (i.e., initial implementation, continuing implementation and sustaining
improvement) - an addition to the ITT concept.
This study indicates that only few entrepreneurs possess sufficient traditional
knowledge and capabilities to turn an innovative idea into a finished product or service
in the initial implementation phase. All entrepreneurs interviewed refer to external
business connections, such as universities and outsourcing firms, as the most important
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factor in the initial implementation phase. But entrepreneurs rely more on their local
business network (comparing to external network) during the continuing
implementation phase to create a conductive environment for long-term operation.
During the sustaining improvement phase, entrepreneurs are subject to normative
and cognitive pressures and thereby continuously adjust their methods for
implementing ITT to gain legitimacy and maintain good reputation. Normative and
cognitive pressures act as opportunities for developing innovative and sustainable
solutions (Gyau and Stringer, 2011). On the one hand, innovation activities are
embedded in social contexts. Adherence to the prevailing social norms minimizes
potential conflicts with the locals and creates circumstances that are conducive for
innovation. On the other hand, to gain more attention from media, entrepreneurs are
required to respond to public expectations through the upholding of a social mission.
In addition, the cognitive pressures perceived from recognised successes inspire
entrepreneurs to innovate through tradition. They drew inspiration from high-profile
B&Bs which leverage on precious heritage or immaterial cultural heritage, and then
developed their distinctive ITTs.
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5.2 Theoretical Implications
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First, this article contributes to the discussion of heritage tourism by answering the
call for a stronger integration of literature in heritage preservation and innovation of
tourism product. This study of the ITT process demonstrates how the heritage
preservation literature can inform the innovation literature and vice versa. Further,
exploring how to overcome the challenges in the use of traditional resource provides
extended understanding of how ITT strategic value can be achieved in tourism sector.
Our study shows that a successful ITT process needs to take into account the
sustainability of livelihood in the local communities and the needs of heritage
conservation, which accords with the ideas of Chan et al. (2016), Lee et al. (2015), and
Yachin and Ioannides (2020).
This study also makes several theoretical contributions to the ITT literature - a
relatively young and evolving research field. Prior studies concentrate on aspects of
idea generation phase but neglect some issues facing innovator in the process of
implementation and post-implementation. This study proposes a five-phase innovation
framework of ITT with respective antecedents (See Figure 1): Idea Development (Idea
generation, Idea evaluation) and Idea Implementation (Initial, Continuing, Sustaining).
The antecedents identified can be categorised into experience corridor, network, and
institutional pressure.
Experience corridors: Several past contributions mainly linked combinative
capabilities to the occurrence of ITT (Petruzzelli and Savino, 2015; Presenza et al.,
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2019). However, we argue that the application of knowledge and the exertion of such
capabilities are built on the premise of acquisition and absorption of traditional
knowledge, which have largely been neglected in many ITT studies. This study
proposes the category - “experience corridors”, highlighting the roles of self-tourism
experience and family background in ITT. Entrepreneurs’ experience corridors help the
discovery of the value of traditions and identify business opportunities embedded in
traditions. This finding also concurs with many other studies of pre-entry resources in
strategy literature, which supports the advantages of de alio firms (e.g., Chan and
Reiner, 2019) in innovation and firm performance.
Networks: Networks and cooperation are essential to drive innovation, particularly
in rural tourism industry (Lee et al., 2015; Novelli et al., 2006). The loose ties in the
external business network are important as demonstrated in this study, concurring with
the suggestions that entrepreneurs need the access to heterogeneous and useful
resources and competences (Brouder and Eriksson, 2013; Granovetter, 1973). However,
the extant literature failed to examine the roles of different types of networks at each
phase of innovation. This study refines the understanding of the importance of networks
in facilitating ITT by distinguishing the role that external business networks and local
business networks play in the different phases of innovation. This accords with the ideas
of Perry-Smith and Mannucci (2017) where entrepreneurs should activate different
network characteristics at an appropriate moment.
Institutional pressure: The prior literature has not yet explored the factors
influencing ITT from institutional theory perspective. Firms need to secure their
positions in the society and gain legitimacy by conforming to the rules and norms of
the local institutional environments (Scott, 2007). It is more important when
institutional forces are strong, such as in highly regulated sectors, in a closely knit
community, and in rural heritage tourism. Moreover, innovation can be a strategic tool
in responding to regulatory, normative, and mimetic pressure. This study demonstrates
that institutional pressures are particularly relevant in the idea evaluation and the
sustaining improvement phase.
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5.3 Practical Implications
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This study has shown that rural heritage B&Bs can create meaningful
differentiation via ITT. The owners and managers of B&B should fully consider ITT in
historic building restoration and refurbishment. Managers could also through ITT to
transform traditional customs and crafts into experience-based activities for tourism.
But the owners and managers need to expand their experience corridors by either
exploring their family traditions and/or embarking on study visits to other heritage
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destinations. In promoting ITT, local authorities could upscale local entrepreneurs and
enhance their sensing capability through study visits.
In rural setting, external network is important at the earlier phases of innovation,
when the entrepreneurs need concrete knowledge and skills to transform idea to reality.
Local authorities could facilitate the creation of networks with universities and
innovative firms in the city. The findings also suggest that local network is important
in the continuing phase of the innovation, where local skills and knowledge are needed
in the provision of heritage products and services for the tourists.
The long-term success of any ITT is influenced by institutional pressures. First,
heritage B&B owners should consider heritage conservation objective at the very
beginning of the innovation process, aligning the needs for innovation and conservation
in the heritage sector. They need to ensure that their innovation does not breach the
relevant regulatory requirements in heritage conservation. Well into the process of
innovation, they need to gain legitimacy and build good reputation in the local
community. To build a stable social connection, rural entrepreneurs should share social
responsibilities and participate in local community activities.
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5.4 Limitations and Future Research
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First, while it is not appropriate to claim generalisability of the findings on a
multiple case study, this study would like to offer suggestions for potential applicability
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entrepreneurs. Institutional factors might be applicable in city heritage site (Chan et al.,
2021). Second, this study based on evidence mainly from interview data of a limited
number of rural B&B owners or managers. Despite its contribution to theory
development, any generalization of the findings could only be made after more
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framework and their antecedents on a broader empirical base survey. Finally, a
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