How entrepreneurial bricolage drives sustained competitive advantage of tourism and hospitality SMEs: The mediating role of differentiation and risk management

When confronted with challenging conditions, becoming innovative by recombining available resources is considered a critical determinant of tourism and hospitality (T&H) SMEs' resilience to risk and staying ahead of rivals. Grounded on the resource-based view theory and dynamic capabilities paradigm, this paper investigates how entrepreneurial bricolage drives the sustained competitive advantage of T&H SMEs despite resource constraints. Following the mixed-methods research design, empirical data from nine in-depth interviews and a survey with 246 T&H SMEs in Japan reveal that differences in strategic management initiatives in the form of risk management and differentiation advantage mediate the positive effects of entrepreneurial bricolage on achieving sustained competitive advantage. Consequently, this paper extends the potential of the dynamic capabilities view as an underlying theory in tourism and hospitality literature.