Creative mindset, innovation capability and entrepreneurial success a case study of thai entrepreneurs in tourism industry

INTRODUCTION

Problem Statement

Creativity, innovation, and entrepreneurship are acknowledged as vital components for cultivating an entrepreneurial culture (Edwards-Schachter et al., 2015)

To effectively build and improve their organizations, entrepreneurs must embrace a creative mindset, which is a key characteristic of their individuality (Tang et al., 2016) The creative mindset serves as a vital source of organic growth and revitalization, ultimately leading to increased market and revenue growth (Staniewski & Awruk,

2018) As such, a strong contextual orientation toward creativity and innovation is critical for entrepreneurs to uncover new business opportunities

Innovation capability (IC) can be considered as technical innovation and managerial innovation, which are the main innovation capabilities and activities of any organization (Maldonado-Guzmán et al., 2019) Existing tourism industry research shows that ensuring growth and sustainability in the tourism sector also relies on innovation and the development of new services (Cem et al., 2019) In this situation, innovation capability is something connected to business processes that firms may use to establish and retain competitive advantage Many creative and innovative businesses (e.g., Apple, Amazon) have placed a high priority on the development of innovation capabilities in order to achieve firm performance (Wang & Dass, 2017), or even big retail companies are still focusing on the possibility of innovation such as Smart Labels and Unique Identifiers (Foroudi et al., 2016)

Jaiswal and Dhar (2015) established a link between innovation capability and creativity, however, there is still a need to further study the relationship of creative mindset on entrepreneurial success Additionally, non-technical innovation has not been explored in detail and requires further examination (Kafetzopoulos & Psomas, 2016) Existing research on entrepreneurial success has primarily focused on the business and firm level, leaving business practitioners without explicit guidance on the definition and impact of a creative mindset on innovation capability and entrepreneurial success (Angel et al., 2018) In addition, the findings of previous studies (Divisekera & Nguyen, 2018; Puente‐Diaz & Cavazos‐Arroyo, 2017) has primarily concentrated on direct effects and has been carried out in developed economies Therefore, to address these gaps, the author has developed a creative mindset model specifically for the tourism industry in Thailand

Tourism has become an increasingly important source of income for Thailand The country is known for its stunning beaches, vibrant culture, delicious food, and affordable prices, making it a popular destination for tourists from all over the world Furthermore, Thailand’s tourism industry is considered one of the highest income industries for Thailand, and both international tourists and domestic travelers are enjoy exploring various destinations in Thailand (Leelawat et al., 2022)

In 2019, Thailand was in the eighth position globally in the number of international tourist arrivals Moreover, Thailand’s tourism industry, particularly its SMEs created around 36 million jobs and several business opportunities in the country between 2014 and 2019 (Aditya, 2022) The SMEs are the foundation of tourism development, and through them, both tour operators and tourism service providers construct a vast network that aids in the widespread distribution of tourism’s economic gains (Srinamphon et al., 2022)

There is a great interest in published articles that have extensively focused on creativity in connection to the performance of entrepreneurs and its implementation in the tourism sector However, the most relevant ones are focused in developed countries such as Germany (Tang et al., 2016), the United States (Sipe, 2016), and Australia (Divisekera & Nguyen, 2018) In addition, creativity and innovation can be crucial for achieving sustainable competitive advantage According to Sutapa et al., (2017), investigating the correlation between creativity and innovation remains an intriguing area of study (Sutapa et al., 2017)

In this study, the author faced the problem of the research questions being substantially different in terms of business and entrepreneurial success contexts Views on business discipline must be grounded in a conceptual framework, whereas the issue of entrepreneurial success necessitates a process-oriented approach Then, a single research method could not accommodate both views Therefore, the author conducts multiple methods studies in order to explore the creative mindset, innovation capability, and entrepreneurial success of Thai entrepreneurs in the tourism industry

To begin with, the author uses the meta-analysis method to ground the comprehensive framework and examine the conceptualization of the creative mindset model and innovation capability in order to build up business success (Study 1)

Meta-analysis is a statistical technique used in research to combine and analyze data from multiple studies (Vetter et al., 2013) including educational, social, medical sciences, and business (Cheung, 2015) It is a valuable tool for summarizing research findings and identifying patterns and relationships across studies In business, meta- analysis has been utilized to inform practice and improve business performance In the context of creative mindset and innovation capability, Study 1 aims to provide a comprehensive model of their relationship with business success, including creative self-efficacy, creative performance, and innovation capability However, it is important to note that some dimensions such as innovation capability may overlap or be multifaceted

Building on the findings of Study 1, the author presents a narrative model of a creative mindset with implications for entrepreneurial success in the context of Thailand’s tourism industry in Study 2 The literature on tourism and entrepreneurship emphasizes the importance of evaluating creativity and innovation in order to enhance tourism businesses (Ateljevic & Page, 2017) The author also examines the mediating role of innovation capability in the relationship between a creative mindset and entrepreneurial success, as depicted in the hypothesized relationships.

Motivation

The term of “creative mindset” pertains to one’s perspective on the characteristics of creativity, particularly the viewpoint on fixed or growth mindsets regarding abilities, motivations, and personality traits (Karwowski, 2014) Creative mindset has been associated with beliefs, goals, and behaviors, resulting in a seemingly dichotomous motivation pattern (Yu & McLellan, 2020) Furthermore, they are associated with psychopathology, goals, and self-perception (Schroder et al., 2019)

In the age of technology and innovation, there is a strong need for entrepreneurs to tackle strategic and operational practices, challenging them to search for new ideas and engage in innovation in order to achieve business goals and objectives In so doing, a creative mindset plays a key role in adopting new ideas for the firm’s development and refinement process (Tang et al., 2016) Degraff and DeGraff (2020) also posit that a creative mindset makes a chance or opportunity for innovation in daily life and always drives us to look for that potential and opportunity to innovate Previous research has found that most studies linking creative mindset to creativity literature, such as Royston and Reiter‐Palmon (2019), education, such as Paek and Sumners (2019), Vongkulluksn et al (2021), and social, personal and clinical psychology field, such as Schroder et al

(2019) However, there is a lack of research that has explored the connection to innovation and business fields

Creative mindset defined as a set of beliefs about nature of creativity, and the creativity factor is fundamental for new venture competitiveness and entrepreneurial creativity can be demonstrated in organization and firms (Khedhaouria et al., 2015) Entrepreneurs with creativity reflect on their employee performance by delivering creative and innovative directions As we know, creativity has long been at the heart of human endeavor and is recognised as a key strength in building competitive advantage through innovation (Bouty & Gomez, 2013) Moreover, creativity plays a crucial role in entrepreneurial processes as it enables the discovery of novel business opportunities, ultimately contributing to organizational success Fleck and Asmuth (2021) argue that creativity is complex in nature, forming four elements such as fluency, originality, elaboration, and flexibility relating to creativity activity and an important role in the entrepreneurial process

Innovation is a crucial factor in achieving success in the business world, and creativity plays a pivotal role in driving innovation by generating valuable ideas and translating them into effective action (Ferreira et al., 2020) However, despite its importance, there is a lack of research examining the relationship between creativity and innovation, as pointed out (Stojcic et al., 2018) While some studies have highlighted the impact of a creative mindset on creative achievement and effort, this literature is often overlooked (Hass et al., 2016; Karwowski, 2014; O’Connor et al.,

2013) Additionally, there is a dearth of research investigating the link between creativity, innovation, and business success (Bouty & Gomez, 2013) Nevertheless, recognizing the relationship between creativity and innovation can provide a competitive advantage for companies striving for success.

Research Proposes

In this study, the author develops a study of creative mindset, innovation capability, and its implication for success The aims of this study are twofold: firstly, to investigate the concept of creative mindset, innovation capability in the business contexts, and secondly, to explore the relationship between creative mindset, innovation capability, and entrepreneurial success among Thai entrepreneurs in the tourism industry The purpose of using multiple methods or more than one method is to develop and offer the potential for deeper understandings of the creative mindset in business context and entrepreneurial success discipline Therefore this study consists of two main studies

1 Study 1 uses a meta-analysis to conceptualize a comprehensive framework of creative mindset, innovation capability, and its implication for business success

2 Study 2 is a development of the results from Study 1 The study 2 aimed to provide a narrative view of creative mindset, innovation capability, and entrepreneurial success in the context of Thailand’s tourism businesses, using an empirical research approach based on the PLS technique.

Objective

This research employs a multiple method approach consisting of two separate studies (Study 1 and Study 2) to investigate the design of a creative mindset, innovation capability, and entrepreneurial success in the context of Thailand’s tourism businesses Study 1 employs a meta-analysis technique using the Comprehensive Meta- Analysis program (CMA) to explore the relationship between innovation capability and business success, as well as to ground the comprehensive framework and examine the conceptualization of the creative mindset model The study investigates the relationship between creative mindset and business success, which includes creative self-efficacy, creative performance, and innovation capability

In Study 2, the author makes a further development from the results of Study 1 The author uses PLS as an empirical research approach technique and aims to provide a narrative view of a model of a creative mindset, innovation capability, and business success by investigating entrepreneurial success in the context of Thailand’s tourism businesses which includes creative mindset (fixed and growth mindset), innovation capability (technical and non-technical innovation capability) and entrepreneurial success.

Data

In Study 1, a meta-analysis method was employed, which involved collecting 58 relevant studies from journals covered in the Web of Science (WoS) and Scopus databases The total sample size for the study was 22,427, with varying sample sizes for each hypothesis, ranging from 1,915 samples to 6,840 samples The studies were conducted between 2002 and 2020

On the other hand, Study 2 utilized an empirical research approach, where participants were recruited using convenience sampling The final sample comprised

176 entrepreneurs who had been in the tour and travel business for at least one year, held a travel agency business license from the Department of Tourism in Thailand, and completed a structured questionnaire.

Methodology

The author employed a multi-method approach in this study to investigate a research topic The use of multiple methods allowed for a more comprehensive understanding of the creative mindset within the business context, particularly in the entrepreneurial success context First, the author conducted a meta-analysis to set a comprehensive framework and ground the conceptualize of a creative mindset model and innovation capability in order to build business success Then, the author participated in a sample collection to validate the results further by focusing in entrepreneurial success discipline

Meta-analysis is a systematic and efficient approach to synthesizing a large body of literature objectively By integrating results from various studies, it helps to uncover cumulative knowledge and general principles In this study, a meta-analysis will be conducted to identify relevant empirical studies from diverse scientific databases The data will be collected from electronic sources various including management, marketing, psychology, social science, business, technology, and innovation management This technique is a powerful research summary method for summarizing research findings across studies It is also helpful in identifying and exploring sources of bias, quantifying differences between studies, and distinguishing genuine heterogeneity from bias, especially in dimensions such as innovation capability, which may be multiple

The Study 1 will be the quantitative meta-analysis of creative mindset and business success Themes from this meta-analysis results will be developed into empirical research about entrepreneurial success in Study 2

The Study 2 is a development from Study 1, and focuses on a narrative view of the results of Study 1 This Study 2 applies a quantitative method and is carried out by a questionnaire survey By means of the PLS technique, the author has modelled the indirect and direct effects of creative mindset, innovation capability, and entrepreneurial success in the tourism businesses in Thailand.

Research findings

The research topic in this study was approached using a multimethod design, which involves the use of two or more independent studies to address research questions, hypotheses, or a program (Martha et al., 2007) Then, each study is planned and conducted separately to answer specific sub-questions The results of Study 1 reveal that all hypotheses are supported, with a positive correlation between growth mindset and creative self-efficacy and a negative correlation between fixed mindset and creative self-efficacy Additionally, creative self-efficacy has a positive correlation with both creative performance and innovation capability Furthermore, creative performance is positively correlated with both innovation capability and business success, while innovation capability is positively correlated with business success Consequently, the results of Study 1 can serve as a conceptual framework for creative mindset, innovation capability, and business success in a business context

In Study 2, based on these findings, the author concluded that entrepreneurs with a growth mindset might reflect and drive entrepreneurial success either directly or indirectly through innovation capability The fixed mindset does not have impact or significantly impact on entrepreneurial success Nevertheless, it may be able to drive their success indirectly through its innovation capability Accordingly, the findings highlight the importance of focusing on growth mindset and innovation capability as part of entrepreneurial success.

Contributions

The objective is to examine creative mindset, innovation capability, and entrepreneurial success in the context of Thai entrepreneurs in the tourism industry, which is mainly composed of two studies Study 1 provides a comprehensive model of the creative mindset based on implicit theory in business success by Meta-analysis Then, Study 2 is a narrative review by empirical research approach, which provides a model of a creative mindset, innovation capability, and entrepreneurship success in the context of Thailand’s tourism businesses Thus, the dissertation generally adds several contributions to its field

In Study 1, all results are supported by meta-analysis, revealing that meta- analysis techniques can be applied to the business sector This study will help researchers and practitioners use this model in conducting further studies, especially empirical research The results of Study 1 will aid business management in the process of developing, implementing, and measuring strategies for their firm’s performance or activities

The results of Study 2 reveal a model of creative mindset for achieving entrepreneurial success This study offers a deeper understanding of how the creative mindset and innovation capability contribute to the success of tourism entrepreneurs The application of the creative mindset model is grounded in the implicit theory, which can be utilized to assess research models based on creativity and innovation within a business context The implications of the findings from this study can be useful in assessing the efficacy of these models in fostering business success

In addition, previous studies have investigated the creative mindset However, there are very few studies that examine the creative mindset that drives innovation capability, especially in the context of entrepreneurial success in the tourism industry

This study addresses this gap in existing literature by giving an understanding of the creative mindset in a business context Empirical evidence presented here establishes a correlation between a creative mindset and innovation capability, shedding light on the role of successful entrepreneurs The results underscore the significance of prioritizing the development of growth mindset and innovation capability in entrepreneurial pursuits

In the tourism industry, tourism has a significant impact on the economy for future growth, but there is a need for more empirical research and quantitative analysis Thus, a study of tourism entrepreneurs can provide the tourism business with various and insightful information Furthermore, there is a great interest in published articles that have extensively focused on creativity in connection to the performance of entrepreneurs and its implementation in the tourism sector However, the most relevant are focused in developed countries Therefore, the findings of this study will help the development of tourism in developing countries, especially in Thailand.

Organization of the study

In Chapter 1, the study will start with the introduction, where the problem statement will be presented Accordingly, the author will explain the problem statement, motivation, and information from the two studies, which are Study 1 and Study 2, and include the organization of the study

In Chapter 2, the author reviews the overview literature of implicit theory, creative mindset, innovation capability, entrepreneurial success, and Thailand tourism

In Chapter 3, the author provides and outlines of Study 1, which includes the study hypothesis development, methods, including applied techniques and procedures undertaken This study will present a meta-analysis including research design, selection of studies, and analytical technique

In Chapter 4, the author provides the outlines of Study 2, which includes hypothesis development, methods, including applied techniques and procedures undertaken This study will present an empirical research approach technique, that includes survey design, data collection, and analytical technique

In Chapter 5, the author provides and outlines the data analysis and results of

In Chapter 6, the author indicates the conclusion of Study 1 and Study 2 Theoretical contribution and practical implications, and limitations of this study are also presented.

OVERVIEW ON CREATIVE MINDSET, INNOVATION CAPABILITY, ENTREPRENEURIAL SUCCESS AND THAILAND TOURISM 11 2.1 Implicit Theory

Creative mindset

Creative mindset can be explained as a product of nature and connected with the talent and ability of people, thus dominating people’s achievement and intelligence (Dweck, 2009) According to Yu & McLellan (2020), individuals tend to have either a fixed or growth mindset about their abilities Those with a fixed mindset (or an entity theory), believe that their ability is a fixed trait On the other hand, those with a growth mindset (an incremental theory), view their ability as a flexible quality that can be developed and improved over time A creative mindset represents a specific form of implicit theory, which concerns a person’s own creative capabilities and involves explanations for their own personal traits (Hass et al., 2016) A person’s implicit theory about fixed (or entity mindset) where the ability to be creative is set and unchangeable, or growth (or incremental mindset) where creative ability can be nurtured (Pretz & Nelson, 2017)

According to Yu & McLellan, (2020), individuals with a fixed mindset belief their ability as a fixed traitand may perceive effort in a negative light Such individuals may believe that there is little room for improvement in their creative skills and, as a result, may not invest additional effort in developing them (Puente-Díaz & Cavazos- Arroyo, 2017) Those with a fixed mindset tend to attribute their task achievements to their inherent intelligence, rather than their ability to develop their thinking by putting more effort into practice As a result, they are less likely to exert additional effort when faced with challenging tasks or risks (Dweck, 2006) In a fixed mindset, people believe that their qualities, including intelligence, personality and moral character, are fixed (Dweck, 2009) Fixed mindset can be related with a negative forecasting, solving insight problems (Karwowski, 2014) and creative behavior (Tang et al., 2016)

However, Murphy and Dweck (2016) found managers in the business context to prioritize their personal and professional reputation, seek compliments, and focus on performance goals, ultimately turning people off Previous studies have demonstrated the significance of researching fixed mindsets For example;

Hass et al (2016), found fixed mindset had less and negative influence on creative identity and also on self-efficacy Puente‐Diaz and Cavazos‐Arroyo (2017), show that a latent class analysis, which considers different levels of fixed and growth mindsets, is expected to reveal varying degrees of personal creative identity and likelihood of engaging in social comparison Steele et al (2018), found no significant correlation between fixed creative mindsets and idea evaluation self-efficacy The result from Rai and Lin (2019) study show that those with a fixed mindset, also known as entity theorists, tend to prefer investments with lower levels of risk

A growth mindset, also known as an incremental theory, and people who possess a growth mindset hold the belief that their skills and intellect can be cultivated through persistent effort and commitment (Yu & McLellan, 2020) People with a growth mindset believe in their intelligence’s development and are more inclined to persevere and participate in effortful behavior when faced with new, difficult activities, including seeing their abilities as changeable through learning, learning from failure or success (Dweck, 2006) Those who hold a growth mindset are related to their initial talents, aptitudes, interests, and temperaments such as motivation for learning behavior (Vongkulluksn et al., 2021), learning approach goals (Burnette et al., 2013) In terms of an organization, managers with a growth mindset are seeking learning goals and focusing on competence and seeing effort as the path to mastery, such as seeing feedback as constructive and seeing failures as an opportunity to grow (Murphy & Dweck, 2016)

Some examples of relevant studies on growth mindset include researches such as Hass et al (2016) found the impact of creative identity and self-efficacy was moderated by the presence of a growth mindset Pretz and Nelson (2017) posited that there was a positive correlation between having a growth mindset and being rated as creative, as well as exhibiting creative performance Rai and Lin (2019) mentioned that consumers who believe in the malleability of personality traits (i.e., incremental theorists) tend to prefer investments with higher levels of risk Tenemaza Kramaley and Wishart (2020) suggested that chess players who exhibit a growth mindset were found to have longer study sessions and be more focused and serious during competitions Overall, these studies suggest that adopting a growth mindset can lead to improved performance and academic achievement, and that the beliefs and attitude

According to the implicit theory, an individual’s fixed mindset is characterized by an entity belief, while a growth mindset is associated with an incremental belief Those with a fixed mindset believe that their personal attributes, such as creativity or intelligence, are unchangeable, whereas a growth mindset recognizes that effective strategies can lead to personal development (Burnette et al., 2020)

Karwowski and Brzeski (2017) suggest that fixed and growth mindsets are two ends of a single continuum, but they are negatively correlated However, due to the complexity of nature’ s creativity, Karwowski (2014) found that the correlation between both mindsets was weak, assuming their association independence As a result, individuals can hold both fixed and growth mindsets because creative mindsets are about beliefs, and if beliefs are perceived as changeable, then people of all levels of ability can hold both, but as time passes, individuals with a growth mindset tend to perform better than individuals with a fixed mindset From the perspective of tourism human resources, entrepreneurial human capital is associated with business and is more probable to disclose an opportunity and be successful Entrepreneurs typically embody vision, creativity, and innovation, which are key factors contributing to superior business or firm performance (Kallmuenzer et al., 2021) In the tourism industry, creativity can be transformed into innovation through the adoption of new technologies, allowing businesses to enhance their operations and adapt to changing environmental conditions (Divisekera & Nguyen, 2018)

From a business perspective, the presence of creative mindsets holds significant implications for business education Individuals with a high level of creative mindset tend to approach and complete tasks more effectively (Qin et al., 2020) Such a mindset helps individuals build their creative personal identity, creative self-efficacy (also referred to as creative self-concept) (Royston & Reiter‐Palmon, 2019), and problem- solving capabilities, which are essential for competitiveness in an entrepreneurial context (Fleck & Asmuth, 2021).

Innovation capability

Many researchers have given the definition of innovation capability According to Ngo and O'cass (2013), innovation capability is a complex concept that consists of multiple facets They propose that there are two main types of innovation: technical and non-technical Technical innovation involves the development of new services, service operations, and technologies Non-technical innovation, on the other hand, encompasses innovations in managerial practices, market strategies, and marketing tactics

Saunila (2014) proposed a more comprehensive framework for innovation capability, which comprises seven distinct aspects These include participatory leadership culture, which refers to the organizational environment that fosters innovation and leadership development Ideation and organizing structures are also crucial, as they provide the necessary structures and systems for generating, developing, and implementing innovative ideas Work climate and well-being are vital for employee satisfaction and creating a positive environment for innovation, collaboration, and values Know-how development involves utilizing employee skills and knowledge, as well as improving them Regeneration refers to an organization’s ability to learn from past experiences and use them to create new innovations External knowledge is also essential, as it involves leveraging external networks and knowledge to enhance organizational innovation capability Lastly, individual activity concerns the individual innovation capability and activity of employees

Taherparvar et al (2014) proposed that innovation capability can be evaluated based on two critical dimensions First, innovation speed refers to the time elapsed between the initial development and the ultimate commercialization of new services, technologies, equipment deployment, and problem-solving initiatives Second, innovation quality is determined by how well the launched products and services meet the needs and expectations of customers, which reflects the novelty, creativity, and effectiveness of new ideas, services, processes, technologies, equipment, and problem- solving approaches

Oura et al (2016) defined innovation capability as a construct consisting of seven dimensions: research and development capacity (e.g., new technologies, product development), marketing capacity (e.g., marketing tools, new pricing methods, new sales channels), manufacturing capacity (e.g., quality of product manufacturing or production, advanced technologies in manufacturing or production), learning capacity (technological trends, new skills or technologies), organizational capacity (e.g., a flexible organizational structure, new management techniques), resource exploitation capacity (e.g., a continuous flow of financial resources), and strategic capacity (e.g., strategy formulation, connection between innovation and value)

Weber and Heidenreich (2018) put forth a framework for evaluating a firm’s innovation capabilities, which includes five sub-dimensions These sub-dimensions are as follows: 1) Innovation portfolio management, 2) Innovation process management, 3) Innovation culture, 4) Internal learning, and 5) External learning

Maldonado-Guzmán et al (2019) proposed that innovation capability can be viewed in terms of two main categories: technical innovation and managerial innovation Technical innovation pertains to the development of new products and processes, while managerial innovation involves new approaches to marketing and management These two types of innovation capabilities are critical activities that organizations engage in to stay competitive and enhance their overall performance

Therefore, innovation capability can be referred to a company's capacity to utilize the inventive potential of its workforce by establishing conducive settings for the cultivation of knowledge and ideas, and the successful execution of innovative strategies aimed at improving business processes

Additionally, the innovation capability increases the ability to organize or carrying out an action that may develop and allow the implementation of successful in terms of innovation context Importantly, a wide variety of research topics in the relationship between innovation capability and firm performance were supported Such as, Calantone et al (2002); Maldonado-Guzmán et al (2019); Taherparvar et al (2014); Wang and Dass (2017); Yang et al (2009) Moreover, innovation capability has a significant influence on different business factors such as sales performance (Kafetzopoulos & Psomas, 2015), financial and operational performance (Saunila,

2014), business performance (Taherparvar et al., 2014), export performance (Oura et al., 2016), and firm success (Weber & Heidenreich, 2018) Table 2.1 illustrates how innovation capability is linked to different sectors of firms or businesses

Table 2.1 Relationship between innovation capability and business sector

The correlation between a company’s ability to innovate and the quality of its products, as well as its operational and financial performance

Su et al (2018) The link between a company's innovation capacity, its perceived need for innovation, and its overall organizational performance

Ferreira et al (2020) The association between a company's innovation capability and its ability to gain a competitive edge and achieve overall business success

Small and medium- size enterprises (SMEs)

Shafi (2020) The connection between a company’s innovation capacity and its level of collaboration with other firms, and how this impacts its overall performance

Lam et al (2021) Collaboration between organizational cultures

High-tech firms knowledge management and innovation capabilities within an open innovation environment

Extensive literature indicating that entrepreneurship plays a critical role in driving economic development, particularly when entrepreneurs effectively leverage innovative technologies to enhance productivity and performance among their employees (Ferreira et al., 2019) In the hospitality section, it is essential for firms to keep up with periodic innovation and make innovation capability a core competence (Wang & Dass, 2017) As a result, hospitality businesses have a wealth of options for enhancing services and customer experiences through innovation (Pascual-Fernández et al., 2020) To put it another way, innovation is a key strategy for long-term success in the hospitality industry (Ouyang et al., 2021)

The current entrepreneurship literature on tourism highlights the importance of innovation capability, which facilitates the generation of new ideas, novel processes, and creative solutions that can lead to the development of new products, services, and technological processes (Kallmuenzer et al 2019) Interestingly, entrepreneurs are often seen as innovators who make use of corporate resources to produce innovative products and services that capitalize on market opportunities and enhance their business performance (Farmaki et al., 2020)

It’s widely accepted that there is a pressing need for greater quantitative evidence of innovation in tourism In order to attain and maintain a company's performance, the ambition to develop an innovation capability will establish the essential organizational culture and learning Non-technical and technical innovation capability are regarded as being part of the same innovation capacity

In the first place, technical innovation capability (TIC) refers to the ability to generate new ideas and knowledge to develop new services, service operations, and technologies (Ngo & O'cass, 2013) Secondly, non-technical innovation capability (NTIC) is characterized by a company’s attributes that support its managerial, market, and marketing activities, including managerial, market, and marketing innovations

(Ngo & O'cass, 2013) Non-technical innovation capability can be described as the application of new ideas to enhance organizational structures, systems, and processes Therefore, firms must consider both technical innovation capability and non-technical innovation capability to benefit the organization and remain competitive in the marketplace (Kafetzopoulos & Psomas, 2016).

Entrepreneurial success

Entrepreneurs are the leaders of their enterprises because they can readily transfer or distribute resources between entrepreneurial situations (Powell & Eddleston,

2013) Entrepreneurs are recognised as individuals who make independent business decisions and contributions related to managing a business (Tajeddini et al., 2017) Entrepreneurs may take on various roles and duties to fulfil and perform tasks such as conceptualising business visions and processes, planning and implementing business operations (Przepiorka, 2017) Therefore, an entrepreneur is an individual or person who organizes and operates a business (or businesses) by using their own decisions and contributions to manage and fulfil a business

The process of contributing to those business processes is known as entrepreneurship Entrepreneurship is an opportunity to seek business activities through the promotion of economic development both by the individuals, governments, and society (Ramadani et al., 2015) Entrepreneurship is a characteristic of managers and business owners who develop innovations to apply to the uncertainty of the environment (González‐Benito et al., 2009)

Entrepreneur strategy and successful entrepreneurs have been the subject of extensive research studies Many researches have given various definition of success for individual entrepreneurs Entrepreneurial success is the career success of an entrepreneur that is related to work-related outcomes that entrepreneurs have accumulated (Lau et al., 2007) Entrepreneurial success was measured in terms of business and in comparison to competitors (Przepiorka, 2017) Entrepreneurial success is an assessment of the achievements of entrepreneurs, measured by economic and entrepreneurial satisfaction with experience In several research, different measures of success were employed to assess entrepreneurial success For example, Entrepreneurial success was evaluated through economic indicators and assessments of how satisfied individuals were with their entrepreneurial experience (Powell & Eddleston, 2013)

Entrepreneurs in different sectors may judge their career success in different ways Entrepreneurial success is used to refer to a company or entrepreneur Fisher et al (2014) found that entrepreneurial success can be used to refer to a firm/company or an individual entrepreneur, and the success criteria can be determined in terms of objective and subjective The present study adopted the concept of entrepreneurial success as defined by Staniewski and Awruk (2018), encompassing both subjective and objective indicators Regarding subjective indicators, they pertain to the degree of contentment experienced in connection with the progress of the business, the client base size, the quality of employee performance, the competitiveness of the organization, and the achievement of predetermined business development objectives On the other hand, an objective indicator can be defined as specific outcomes such as meeting profit targets, having a registered business address, employing staff, creating job opportunities, sustaining financial stability, providing employee benefits, and establishing lasting relationships with clients.

Thailand tourism

The tourism industry is playing an essential role and expanding significantly, leading to rapid growth and substantial economic growth The contribution of travel and tourism makes the Association of Southeast Asian Nations (ASEAN) economy grows 11% of region’s gross domestic product (GDP) By 2025, the GDP contribution of ASEAN tourism could be increased from 12% to 15%, demonstrating the growing importance of tourism, especially in Thailand, where tourism contributes to significant employment in their economies (ASEAN, 2015)

Tourism is an economic contributor to Thailand’s tourism industry, which is strongly recognized for its naturally well-endowed, hospitality, infrastructure, and variety of attractions Thailand’s appeal as a travel destination is not limited to foreign tourists; locals also take pleasure in exploring their own country For example, Bangkok as the capital city, Chiang Mai in the north and Phuket in the south are also well-known tourist hotspots within Thailand (Leelawat et al., 2022) The number of domestic travellers reached 167 million people in 2019, bringing in 1,084 million THB of revenue (see Figure 2.1) Moreover, the number of international arrivals is much higher and increasing year by year, with 39.8 million tourist bringing 1,933 million THB (see Figure 2.2)

Figure 2.1 Number and revenue of domestic travellers

Source: Ministry of tourism and sport https://www.mots.go.th/more_news_new.php?cidR7

Figure 2.2 Number and revenue of international arrivals

Source: Ministry of tourism and sport https://www.mots.go.th/more_news_new.php?cidR7

In 2013, the third industrial revolution (Industrial 3.0) has changed to the fourth industrial revolution (Industry 4.0), where the concept represents the current trend and importance of technology such as IoT or the Internet of Things (Xu et al., 2018) The German Federal Government first introduced Industry 4.0, which was well-accepted both in the academic and industrial sectors, and it spread from Europe to America and Asia, including the United States, United Kingdom, Taiwan, and Japan (Oztemel & Gursev, 2020) Thailand is also moving toward industrial 4.0 The concept of Industry 4.0 has emerged in Thailand’s economic agenda as called Thailand 4.0 (Schmidt, 2019) The economic model of Thailand 4.0, or the Thai version of Industry 4.0, is based on creativity and innovation (Jones & Pimdee, 2017) In so doing, as Thailand undergoes a transition towards a digital economy, entrepreneurs in the tourism industry must prioritize the cultivation and ongoing support of creativity and technological innovation Moreover, it is highly imperative for entrepreneurs in Thailand to acknowledge the importance of nurturing a creative mindset in order to bring their businesses to fruition This strategy is crucial for achieving their business objectives and contributing to the transition of Thailand’s economic landscape towards Thailand 4.0

Tourism holds immense significance for Thailand’s economy, as evident from the huge revenue it generates In 2018, Thailand welcomed 38.3 million foreign tourists, constituting approximately 16% of GDP The tourism sector is replete with numerous SMEs that cater to the needs of tourists, thus contributing significantly to job creation, poverty reduction, and the production of local products like souvenirs and services SMEs form the backbone of tourism development, and through their network, tour operators and tourism service providers can distribute economic benefits widely (Srinamphon et al.2022)

In 2019, the nation welcomed 40 million tourists, with accommodation (28%), shopping (24%), and food and beverages (21%) being the leading expenditure categories for inbound visitors Furthermore, between 2014 and 2019, the tourism sector in Thailand created approximately 36 million jobs and numerous business opportunities in the country Unfortunately, the outbreak of the pandemic and the resulting limitations have exerted a considerable influence on Thailand’s economy, particularly the tourism sector, which witnessed a drastic drop in international travel within a year In 2021, there was a significant drop in the number of passengers on international flights to Thailand, with a 95% decrease compared to 2020 Moreover, the decline was even more pronounced when compared to 2019 (Aditya, 2022)

In addition, recent studies have acknowledged and endorsed the connection between creativity and innovation However, most relevant are focused in developed countries such as Germany (Tang et al., 2016), the United States (Sipe, 2016), Australia (Divisekera & Nguyen, 2018) Therefore, it is crucial to conduct research in emerging economies, particularly in Southeast Asian countries like Thailand, where a deficiency in knowledge and incentives for innovation is apparent (Chen, 2018), to obtain further quantitative evidence and empirical research Furthermore, Divisekera and Nguyen

(2018) highlighted the need for increased empirical research and quantitative evidence in tourism innovation, given the rapid expansion of the tourist industry in the Association of Southeast Asian Nations (ASEAN) (Wong et al., 2011) Despite this, there is lack empirical support (Sipe, 2016) Hence, the author plans to compare the results of creative mindset, innovation capability and entrepreneurial success with case study of entrepreneurs in tourism industry of Thailand.

STUDY 1: A META ANALYSIS

Hypothesis development

3.1.1 The relation between growth mindset and creative self-efficacy

Mindsets refer to the collection of beliefs one holds about the fixed or flexible nature of personal qualities, such as intelligence While some individuals perceive certain qualities as unchangeable traits, others view them as flexible traits that can be developed through learning (Mrazek et al., 2018) In this study, creative mindset refers to a person’s implicit theory about fixed (or entity mindset) where ability to be creative is set and unchangeable, or growth (or incremental mindset) where creative ability can be nurtured (Pretz & Nelson, 2017) A growth mindset, known as incremental implicit theory, holds the belief that creative ability or the notion that creativity can be developed and improved over time (Haase et al., 2018) Moreover, a growth mindset has greater academic and career interest and strengthens entrepreneurial self-efficacy, which will predict career development (Burnette et al., 2020)

The growth mindset associated creative self-efficacy Several studies have examined how growth mindsets relate to creative self-efficacy and performance For example, university students (Hass et al., 2016), college business students (Puente‐Diaz

& Cavazos‐Arroyo, 2017), undergraduate students (Royston & Reiter‐Palmon, 2019), and elementary school students (Vongkulluksn et al., 2021) Moreover, a growth mindset has greater academic and career interest and strengthens entrepreneurial self- efficacy, which will predict career development (Burnette et al., 2020) Therefore: H1a: Growth mindset has a significant positive effect on creative self-efficacy

3.1.2 The relation between fixed mindset and creative self-efficacy

Individuals with a growth mindset towards intelligence perceive high levels of effort to enhance their ability Conversely, those with a fixed mindset towards intelligence interpret effort as a sign that they have reached the limits of their ability to memorize new information (Mrazek et al., 2018) According to this view, there is limited potential for improvement in one’s creativity and creative skills

An individual with a fixed mindset tends to believe that their accomplishments are a result of their innate intelligence rather than their ability to develop their skills through persistent effort As a result, they may be less inclined to exert extra effort when faced with difficult tasks or take risks since they fear that failure would undermine their identity as a naturally intelligent person (Dweck, 2006)

Previous studies were supported that a fixed mindset has negative implication for self-efficacy such as Steele et al (2018) Referring to Paek and Sumners (2019), a fixed mindset has negative effect on teacher self-efficacy and is not empirically supported in the context of educators in the US and internationally Hass et al (2016) emphasized that a fixed mindset has a moderately negative related to a growth mindset, suggesting that while individuals endorse a growth mindset, they will not endorse a fixed mindset Therefore, the belief that creativity cannot be improved leads to the expectation that a fixed mindset is unrelated to creative self-efficacy

H1b: A fixed mindset has a significant negative effect on creative self-efficacy

3.1.3 The relation between creative self-efficacy and creative performance

The term “creative self-efficacy” has been introduced to refer to a personal conviction in one’s capability to generate creative results Additionally, creative self- efficacy plays a significant role in stimulating the creative behavior of employees Individuals with a creative disposition possess confidence in their ability to attain innovative outcomes (Teng et al., 2019)

Thundiyil et al (2016) posited that the person who feels that they have the ability to be creative will reflect on their creative performance Furthermore, Malik et al

(2015) suggested that individuals with high levels of creative self-efficacy tend to possess a strong belief in their ability, which increases their expectations of success and consequently improves their performance in creative tasks By the way, people with low creative self-efficacy often lack confidence in their creative abilities, which can result in lower performance in creative tasks

An interest in creative self-efficacy develops gradually and is engaged as the most salient antecedents in creative contexts; such as, creative self-efficacy and employee creativity (He et al., 2020), creative performance of employees and supervisors (Christensen-Salem et al., 2020) In addition, previous studies have explored various research fields related to creative self-efficacy For instance, resilience, firm innovation, and industrial experience in the context of the restaurant industry in Australia (Hallak et al., 2018), and employee innovation behavior in international tourist hotels in Taiwan (Teng et al., 2019) Thus, creative self-efficacy significantly enhances creative performance by gathering relevant factors (i.e., self, task performance, and social context), which in turn is associated with enhanced creative activity (Christensen-Salem et al., 2020).

H2a: Creative self-efficacy has a significant positive effect on creative performance

3.1.4 The relation between creative self-efficacy and innovation capability

Self-efficacy refers to an individual’s conviction in their capacity to attain desired outcomes through their own actions (Stolz et al., 2022) This is a fundamental factor or influencer which engages in particular behaviors such as effort of employees, level of persistence of employees etc (Christensen-Salem et al., 2020) Individuals who possess creative self-efficacy exhibit greater confidence in utilizing their abilities to generate innovative ideas, which often leads to significant outcomes (Choi et al., 2021) For example, the relationship between innovative behavior and creative personality as well as psychological empowerment in the hospitality industry is moderated by the significant mediating role of creative self-efficacy (Teng et al., 2019)

Neumeyer et al (2018) found that entrepreneurs who have a strong sense of self- efficacy are more likely to overcome obstacles in the process of innovation and are more confident about achieving self-concordant goals, which encourages the modification and reinforcement of self-efficacy as a result On the other hand, individuals with low self-efficacy tend to doubt their ability to innovate, which often leads them to avoid problems or even give up, especially when they are emotionally exhausted

In addition, research has demonstrated the significant impact of creative self- efficacy on innovative behavior Studies have explored various fields, such as in employees (Orth & Volmer, 2017), in innovative work behavior among nurses (Afsar

& Masood, 2018), and on firm innovation in the restaurant industry (Hallak et al.,

2018) These findings suggest that individuals with high levels of creative self-efficacy are more likely to engage in satisfying innovation activities

H2b: Creative self-efficacy has a significant positive effect on innovation capability

3.1.5 The relation between creative performance and innovation capability

Individual creativity and novel ideas are referred to creative performance, which also includes taking risks, changing one’s habits of thought and behavior, and starting new trends (Tứnnessen et al., 2021) Creativity and innovation can manifest at various levels, such as individual, group, or organizational In a work setting, they refer to the process, results, and outputs of endeavors aimed at uncovering and implementing novel and enhanced approaches to achieving objectives The creative stage of this process refers to the development of ideas and inventions, as well as the latter stages of transforming an idea into a better method, activity, or product (Anderson et al., 2014)

Given the changing global environment, creativity has emerged as a crucial factor, and an expanding group of experts in industrial management and technology acknowledge the significance of leveraging creative opportunities to attain a competitive edge (Sleuwaegen & Boiardi, 2014) In the work area, creative performance refers to an individual employee’s creativity and includes novel ideas, products, services, or procedures that are important for the organization (Tứnnessen et al., 2021) Ferreira et al (2020) posit that creativity is started by an individual or team thinking and developing that idea into practice Tứnnessen et al (2021) argued that creativity and innovation have become important things and are critical to firm and business success

Creativity is a key component of business success (Ferreira et al., 2020) Nonetheless, few research have examined the connection between creativity and innovative capacity However, the interest in an individual creativity and innovation has increased gradually, as we can see in many studies such as a positive influence between creativity and organizational innovation capabilityin different organization categories of multinational corporations (Tai & Mai, 2016), a positive influence on individual creativity and the innovation process in UK firms (Stojcic et al., 2018), and a positive impact of creativity on innovation capabilities in Portuguese SMEs (Ferreira et al.,

H3a: Creative performance has a significant positive effect on innovation capability

3.1.6 The relation between creative performance and business success

Methods

Study 1 introduces a research model that comprises five essential elements: creative mindset, creative self-efficacy, creative performance, innovation capability, and business success The proposed connections among these variables are illustrated in Figure 3

Meta-analysis is a popular statistical tool for synthesizing research findings in various fields such as the educational, social, medical, and business sciences (Cheung, 2015),and including in psychology, medicine, education Moreover, in business, meta- analysis has been used to improve organizational performance, including reducing absenteeism and counterproductive behavior, and evaluating employee training programs (Rosenblad, 2009) Table 3.1 shows the Meta-Analysis and research field

Table 1.1 Meta-Analysis and research fields Research field Author(s) Journal Examine

Pham et al (2019) The Journal of

Social Sciences Research examines multiple antecedents of customer participation such as firm factor, customer factors , and social factor Psychology Oshio et al (2018) Personality and

Psychological resilience and ego- resiliency and Big Five personality traits

Growth Mindsets and psychological distress

British Journal of Surgery metabolic surgery and medical treatment for microvascular complications Education Sisk et al (2018) Psychological science

The important of growth mind-sets to academic achievement Castro and

Online learning courses and learning outcomes

Criminology Pratt et al (2014) Criminology Self-control and victimization Source: created by author

3.3.1.2 The important of Meta-Analysis

During the mid-1980s to late 1990s, researchers in many fields shifted from using narrative reviews to systematic reviews and meta-analysis due to the inherent subjectivity and lack of transparency in narrow reviews The reviewers of the narrative did not furnish an explanation of the methodology they employed to combine information and arrive at their findings (Rosenblad, 2009)

Meta-analysis can help to identify and explore sources of bias, quantify differences between studies, and distinguish genuine heterogeneity from bias By integrating existing evidence through a systematic and rigorous approach, meta-analysis provides an accurate and efficient summary estimate (Tatsioni & Ioannidis, 2017)

In order to carry out a meta-analysis, researchers begin by formulating an empirically testable research question based on existing published studies These studies should provide enough information to enable the computation of the effect size and other essential components required for the meta-analysis (Cheung, 2015)

This study sought to utilize meta-analysis as a reliable and effective means of summarizing and integrating a vast quantity of literature, thereby revealing cumulative insights and fundamental principles The author conducted a search across a variety of scientific databases, including Emerald, Google Scholar, JSTOR, ProQuest, ScienceDirect, and Wiley (For example, Wu, 2019; Wu & Anridho, 2016; Wu et al.,

2020) Table 3.2 shows the information from the scientific databases.

Table 3.2 Information from the scientific databases

Emerald Emerald publishing, established in 1967, is a provider of more than 2,500 books and over 300 journals aimed at advancing research and practice in business, management, and various applied fields such as education, health and social care, and engineering Emerald is an active member of the Globally Responsible Leadership Initiative (GRLI) and contributes to worldwide education and research through awards and research grants The organization partners with several institutions and organizations, such as the Academy of Management, the American Library Association (ALA) etc to promote the development of global information and knowledge

Google Scholar is an indexes academic literature across various publishing and disciplinary formats, such as articles, books, dissertations, and more It provides access to a vast collection of academic literature from professional and academic publishers, online archives, universities, and other sources, making it easier to search for academic literature and explore related works, citations, authors, and publications

JSTOR JSTOR is an online library that caters to the needs of scholars, researchers, and students by offering a vast collection of academic content JSTOR is an invaluable resource for those seeking in-depth knowledge The content on the platform comes from a diverse range of sources, with almost 1,200 publishers contributing from over 57 countries worldwide

ProQuest ProQuest is a company that offers a diverse portfolio of assets, including content, technologies, and enterprise-level solutions, aimed at facilitating research outcomes and increasing efficiency Its extensive database comprises 90,000 reliable sources, spanning six centuries and containing over 6 billion digital pages ProQuest's services enable clients to organize their data in a user-friendly manner, making it easily accessible and discoverable for students, scholars, and information seekers alike

ScienceDirect ScienceDirect is an online platform that offers peer-reviewed journal article database that encompasses a wide range of research fields, including science medical research materials accessible through subscription-based services

ScienceDirect offers interdisciplinary content that facilitates research and discovery

Wiley Wiley Online Library is a comprehensive resource for online journals, books, and resources in various fields such as life, health, society, and physical science With an extensive collection of multidisciplinary resources, Wiley enables researchers to easily discover and access journal articles, books, and references, removing research roadblocks and providing a platform for knowledge dissemination

In order to select relevant studies for the meta-analysis, the author conducted a search of various sources including Emerald, Google Scholar, JSTOR, ProQuest, ScienceDirect, and Wiley for publications dating back to 2020 or earlier This study used a combination of keywords to identify relationships among the research constructs or relevant journals The search terms are following the main literature reviews

For creative mindset, the author searches for studies related to creative mindset, including their beliefs about abilities, motivations, and personality traits Karwowski

(2014) defines creative mindset as either a fixed (entity) mindset or a growth (malleable, incremental) mindset According to Hass et al (2016), a creative mindset is a specific type of implicit theory focused on explanations for one’s own traits Therefore, keywords used by the author include creative mindset, fixed mindset, entity mindset, growth mindset, malleable mindset, incremental mindset, and implicit theory

For creative self-efficacy, the author integrated the domains of creativity and self-efficacy (Steele et al., 2018), and used keywords such as creative self-efficacy and self-efficacy to search relevant literature

STUDY 2: AN EMPIRICAL APPROACHES

Hypothesis development

As previously described, the creativity-based implicit theory consists of two belief system of intelligence First, an entity belief system regarding intelligence is one where intelligence is seen as a static trait Second, an incremental belief system views intelligence as something that can be developed and improved over time Individuals who hold an incremental belief system tend to approach tasks with greater effectiveness and resilience, while those who hold an entity mindset are more likely to be negatively affected by obstacles and setbacks

Creative mindset is defined as an important factor for entrepreneurs Entrepreneurs who possess a creative mindset are considered crucial for business success as they can convert their imaginative ideas into innovative solutions, leading to increased benefits in the marketplace Nonetheless, the connection between a creative mindset and entrepreneurial success requires further clarification Therefore, the author has formulated hypotheses in the subsequent section to explore the role of innovation capability in mediating the relationship between creative mindset and entrepreneurial success at the component level in the following section

Mediating effect of technical innovation capability (TIC) Innovation is defined as the incorporation of new ideas and applications into a new product/process in business practice, which can be used in service industries, including the tourism industry (Divisekera & Nguyen, 2018) Today’s tourism business has seen an increase in the use of technology to drive changes or trends, allowing early adopters to reap economic benefits (Sipe, 2016) Technical innovation capability refers to the implementation or creation of technology, including products, marketing, and services, then transfers this new knowledge to an organization (Lin et al., 2010) As an example, companies can achieve higher revenue by engaging in product innovation, which involves creating differentiation and entering new markets (Divisekera & Nguyen,

2018) Horng et al (2015) discovered that creative processes such as idea generation can have an impact on individuals, influencing the creative output of products

Hass and Burke (2016) suggest that adopting a growth mindset in accordance with the implicit theory can promote creative activities and lead to future creative achievements, which can ultimately impact technology In tourism industry, a tourist can significantly impact their holiday choices and encourages them to embrace challenges and explore new experiences (Japutra & Hossain, 2021) The integration of a growth mindset and innovation in the hospitality industry generates exceptional experiences for guests by involving them, employees, and experiential offerings (Sipe,

2016) In addition, the use of machine learning systems in the tourism industry has great potential for advancing the sector by providing valuable insights into future demand, identifying emerging trends, and helping businesses make more informed decisions to enhance the tourist experience (Parvez, 2020) Hence:

H1a Technical innovation capability mediates the effect of growth mindset on entrepreneurial success

Innovation serves as a critical tool for entrepreneurs seeking to discover new opportunities and bring their ideas to fruition By embracing novel approaches, businesses can drive sustained growth and ensure long-term viability (Divisekera & Nguyen, 2018) In the tourism industry, where word of mouth (WOM) and community recommendations hold great sway, companies must strive to provide tourists with memorable experiences that leave them satisfied (Gurel et al., 2010) Creative mindset is often shaped by cultural influences and has significant social and economic implications Fixed mindsets are typically more prevalent in individualistic societies Furthermore, a fixed mindset is more common in cultures and societies that prioritize individualism (Tang et al., 2016), and the implicit theory’s definition of intellectual ability can impact behavioral performance and goal orientation

Yu & McLellan (2020) suggested that growth and fixed mindset are associated to effort, achievement goals, and behavior However, there is no consistent empirical evidence linking a fixed mindset to entrepreneurial success in existing theoretical frameworks on technical innovation capability on the other hand, Gurel et al (2010) discovered a positive correlation between innovativeness and entrepreneurial intention Additionally, innovation capability offers valuable insights for researchers and small businesses seeking to enhance their innovation capabilities and drive growth and success in an increasingly competitive market (Saunila, 2020) Hence:

H1b Technical innovation capability mediates the effect of fixed mindset on entrepreneurial success

Mediating effect of non-technical innovation capability (NTIC) In a highly competitive and global economy, innovation is commonly viewed as the key factor for achieving peak success Embracing an innovation-driven approach provides valuable insight into the future opportunities (Rajapathirana & Hui, 2018)

Understanding the impact of innovation on a firm’s competitiveness requires taking into account non-technical innovation capability Such capability helps firms maintain competitive advantages both within the organization and the market (Camisón

& Villar-López, 2011) leading to increased sales (Divisekera & Nguyen, 2018) In the tourism industry, creativity has emerged as a critical component of development (Richards, 2014) The incremental belief system of intelligence generates future creative activities In other words, a growth mindset, which fosters future creative activities, is essential for innovation in this sector In the new business environment, innovation capability has a powerful and noteworthy influence on activities related to product development, marketing, and overall organizational innovation (Rajapathirana

& Hui, 2018) In tourism contexts, tourism being a crucial economic indicator for many countries (Ghalia & Fidrmuc, 2018) and innovation capability has an impact on both product and process innovation, which consequently affects the performance of marketing activities (Sari, 2019) Therefore:

H2a Non-technical innovation capability mediates the effect of growth mindset on entrepreneurial success

An entrepreneur’s success is closely related to their level of belief in themselves (Staniewski & Awruk, 2018) The implicit theory suggests that individuals who believe intelligence is a fixed trait, known as entity theorists (Puente-Díaz & Cavazos-Arroyo,

2017) are less likely to improve their skills and tend to become disengaged from tasks, leading to negative outcomes, and often struggle to achieve positive results (Tang et al.,

Individuals who do not believe that creativity can be enhanced are unlikely to drive innovation through creative destruction In the tourism industry, this mechanism of destruction involves the introduction of new products, markets, sources of supply, and market structures (Divisekera & Nguyen, 2018) Karwowski (2014) discovered that there were no distinctions in creative problem-solving ability between individuals with fixed mindsets and those with growth mindsets Individuals who hold a strong fixed mindset tend to embrace achievement goals that rely on external benchmarks such as perceived performance or exerted effort to evaluate their competence in settings that prioritize creativity In addition, individuals who possess a fixed mindset set performance goals for themselves and are driven to continually demonstrate their abilities to others (Kouzes & Posner, 2019) Therefore:

H2b Non-technical innovation capability mediates the effect of fixed mindset on entrepreneurial success

Furthermore, a creative mindset defined as an individual’s capacity to generate innovative and valuable ideas to achieve potential outcomes (Tang et al., 2016) This mindset inspires entrepreneurial pursuits since it encompasses both self-evaluation and social construction to cultivate and enhance self-competence in developing and executing novel ideas (Tantawy et al., 2021) Studies have found that growth and fixed mindsets are associated with different beliefs, goals, and behaviors related to effort, creating a dichotomy in motivation (Yu & McLellan, 2020)

Research indicates that entrepreneurs with a growth creative mindset are more likely to tackle complex and challenging tasks, while those with a fixed creative mindset tend to avoid from such tasks (Karwowski & Brzeski, 2017) For example, research conducted by Yu & McLellan (2020), the research has shown a systematic correlation between fixed and growth mindsets, and beliefs surrounding effort, achievement goals, and behaviors Hence:

H3a Fixed mindset has a significant positive effect on entrepreneurial success

H3b Growth mindset has a significant positive effect on entrepreneurial success.

Methods

In the first place, the author measured creative mindset using the scales Karwowski (2014) developed At its component level, growth mindset (GM) and fixed mindset (FM) were each contain with five items As previous stated, mindset scales are scarce in the context of creativity; thus, the use of these scales aids in effectively measuring the constructs, providing potentially interesting insights, understanding and cultivating a favorable creative mindset with critical guidelines for both academicians (i.e., educators and counselor) and practitioners (i.e., manager)

Secondly, the author measured innovation capability using the scales Ngo and O'cass (2013), including technical innovation capability (TIC) and non-technical innovation capability (NTIC) to construct innovation capability More specifically, Technical innovation capability (TIC) contains four items Then, five items to measure non-technical innovation capability (NTIC) The selected scales provide not only technical and non-technical in innovation capability context, but also includes an objective and subjective scale which benefits for applying firm performance in both financial and non-financial indicators

Finally, the author uses the scale from Staniewski and Awruk (2018), including subjective and objective scales, to construct entrepreneurial success The subjective indicators contain 5 items, and the objective indicators contain 7 indicators This scale is an initial research tool with respect to entrepreneurial success The development based on the psychometric parameters and experimental approach provides a high reliability and correlation measure and quantifier of the theoretical accuracy Therefore, this scale was confirmed as good and useful for measuring entrepreneurial success

This study is a series of studies following a multi-method approach to address a research topic The author first lays the conceptual framework of the creative mindset and business success context in Study 1 Then, Study 2 requires a confirmatory and process view of creative mindset, innovation capability, and entrepreneurial success in the Thai tourism context

In Study 2, the author developed a survey questionnaire based on constructed items and gather data from tourism company owners in Thailand Then, a professor and two academic experts with specialized knowledge in psychology, hospitality and tourism, and marketing disciplines reviewed the survey items for clarity and readability

As the survey was conducted in Thailand, the questionnaire was translated from English to Thai After that, an academic expert in psychology, a tour business firm manager, and a recognized authority in psychology reviewed the items to ensure the consistency of the construct subject

Prior to the study, a group of 24 tour and travel company owners were given a pretest, which comprised of a questionnaire consisting of 31 questions The responses were measured on a 7-point Likert scale, where 1 denoted “strongly disagree” and 7 represented “strongly agree” The questionnaire was further reconsidered and refined on the basis of the respondents’ comments For example, the reliability of the pretest ranging from 0.749 to 0.945 indicated acceptance for 25 items However, six items (GM3, FM1, NTIC3, SI4, OI1, and OI4) were removed from the survey as they had received weak scores As a result, the author made revisions and finalized the instrument for further examination The study’s sample comprises 176 tour and travel companies located in Thailand due to the fastest growth, and few given empirical evidences (Sipe,

2016) Tourism holds a significant place in Thailand’s economy, particularly because it contributes to a substantial number of jobs in the country (ASEAN, 2015) This industry is also a significant source of revenue for Thailand, as evidenced by the substantial economic benefits it generates (Srinamphon et al., 2022)

The sample in this study were owners of the tourism companies, who have been in the tour and travel business or experience for at least one year and have received the travel agency business license from the Department of Tourism, Thailand, and were evaluated using a structured questionnaire Using information obtained from 181 tourism companies by a convenience sampling method However, in the reporting stage, five surveyed questionnaires were excluded because of incomplete data, yielding 176 valid questionnaires

The participants in this study were the owners of the tourism companies based in Thailand with several reasons First, the aim of the study is to gain insights into the pathway to entrepreneurial success within Thailand’s tourism industry Second, business owners have the authority to set the direction, standards, and best practices of their business Accordingly, tourism company owners play a crucial strategic role in the operation and profitability of their businesses, possessing knowledge and experience gained from their business practices They exhibit resilience, adaptability, make strategic decisions, and navigate political and financial obstacles to provide valuable insights on strategy and management practices This allows for a better understanding and implementation of effective management practices

Table 4 displays that a higher percentage of the respondents were female (65.3%) The majority of participants fell within the age range of under 30 years old (35.2%) and 31-40 years old (34.7%) Regarding education, the majority of participants (64.8%) held a bachelor's degree Furthermore, most participants had work experience ranging from 3-7 years (25.6%) and 13-20 years (21.6%) Furthermore, the major of company type was single owner (44.3%) and the type of tour operation was mostly outbound (39.2%) and area (30.7%) Finally, the results showed that the business age ranged from 5-10 years (29.5%) and number of employees was mostly 10 and under

Type of company Single owner 78 44.3

Type of tour operation Area 54 30.7

Number of employees 10 and under 99 56.3

Common method bias (CMB) is a commonly found issue in studies where data for both independent and dependent variables are gathered from a single individual in the same measurement context, utilizing comparable item characteristics and item context It is also a frequently observed occurrence in research that relies on self- reported measures When utilizing partial least squares structural equation modeling (PLS-SEM), this bias can be defined as a phenomenon caused by the measurement method used in the study rather than the interconnectivity between the study’s latent variables An instance of this bias could occur when a researcher’s instructions for a questionnaire administered during data collection influences respondents’ answers in a similar direction, resulting in indicators sharing some common variation (Kock, 2021)

In this study, to ascertain whether common method bias is a potential concern, the authors employed Harman’s one-factor test, which is a frequently utilized technique (Fuller et al., 2016) The results revealed that the first (and largest) factor explained 37.80% of the variance Then, the total variance explained by a single factor is less than 50%, it indicates that common method bias is not a significant issue in this study

The author employed a PLS technique to test the research model, which enabled the optimization of the measurement model, fitting the theory exploration, and representation of both formative and reflective latent constructs (Hair Jr et al., 2021) PLS, or Partial Least Squares, is a technique commonly known as PLS structural equation modeling (PLS-SEM) or PLS path modeling, and is an excellent approach for estimating structural equation models (Sarstedt & Cheah, 2019) The PLS technique is a powerful statistical method that enables researchers to examine relationships between sets of variables, identify crucial pathways containing these variables, and play a critical role in various business fields (Hair Jr et al., 2021)

To test the hypotheses, the researchers utilized SmartPLS3.0, a software application for PLS-SEM The first version of SmartPLS, SmartPLS2.0, was launched in 2005 as a software package to perform PLS-SEM analyses, which was highly influential in the user community due to its ease of use, simplicity to run standard PLS-SEM analyses, and most importantly, its free availability Over the course of 15 years, the software has undergone several improvements to enhance usability and professional support, resulting in the release of SmartPLS 3.0, which is now a commercial software (Sarstedt & Cheah, 2019).

DATA ANALYSIS AND RESULTS

Study 1: A meta-analysis

The author searched for 167 studies as maybe and suitable by using Emerald, Google Scholar, JSTOR, ProQuest, ScienceDirect, and Wiley sources The author finally used 58 studies from journals, which were indexed on the Web of Science and Scopus databases in the period of 2002–2020

The sample sizes for each hypothesis range from 1,915 samples to 6,840 samples from the years 2002 to 2020, totaling 22,427 sample sizes The meta-analysis assessed previous research studies that measured the study hypotheses presented (see Table 5.1)

Table 5.1 Studies used in meta-analysis

GM-CSE FM-CSE CSE-CP CSE-IC CP-IC CP-BS IC-BS

Abdullah et al 2017 Sustainable Yes

Akman & Yilmaz 2008 International Journal of

Benedek et al 2019 Journal of Creative Behavior Yes

Calantone et al 2002 Industrial Marketing

Chang et al 2019 Thinking Skills and

Chaubey & Sahoo 2019 International Journal of

Chaubey et al 2019 Journal of Strategy and

Chen & Zhang 2019 Current Psychology Yes

Chen et al 2018 Journal of Enterprising

Communities: People and Places in the Global Economy

GM-CSE FM-CSE CSE-CP CSE-IC CP-IC CP-BS IC-BS Chuang et al 2010 World Academy of Science,

Dadfar et al 2013 Total Quality Management

Dayan et al 2013 Creativity and Innovation

Ferreira et al 2020 Technovation Yes Yes Yes

Ghafoor et al 2011 African Journal of Business

Gong et al 2009 Academy of Management

Grawe et al 2009 International Journal of

Hallak et al 2018 Journal of Retailing and

GM-CSE FM-CSE CSE-CP CSE-IC CP-IC CP-BS IC-BS Hass et al 2016 Psychology of Aesthetics,

Hu & Zhao 2016 Social Behavior and

Hur et al 2016 Journal of Services Marketing Yes

Imran et al 2018 Journal of Organizational

Ismail et al 2019 International Journal of

Jaiswal & Dhar 2015 Management Decision Yes

Jaussi et al 2007 Creativity Research Journal Yes

Ji-Eun 2019 The Journal of Asian Finance,

GM-CSE FM-CSE CSE-CP CSE-IC CP-IC CP-BS IC-BS Keskin 2006 European Journal of

Khedhaouria et al 2015 Small Business Economic Yes Yes

Ma et al 2013 Social Behavior and

Malik et al 2015 Journal of Organizational

Michael et al 2011 Journal of Creative Behavior Yes

2018 Journal of Creative Behavior Yes

Newman et al 2018 Journal of Business Research Yes

O’Cass & Sok 2014 International Small Business

GM-CSE FM-CSE CSE-CP CSE-IC CP-IC CP-BS IC-BS

Oura et al 2016 International Business Review Yes

Pretz & Nelson 2017 The creative self Yes Yes

Puente-Díaz 2016 The Journal of Psychology Yes

Ramanathan et al 2018 Omega Yes

Rego et al 2012 European Journal of Work and Organizational Psychology

2019 Journal of Creative Behavior Yes Yes

Shin et al 2015 Career Development

Slồtten et al 2011 International Journal of

GM-CSE FM-CSE CSE-CP CSE-IC CP-IC CP-BS IC-BS Slồtten 2014 International Journal of

Steele et al 2018 Personality and Individual

Sciences/Revue canadienne des sciences de l’administration

Tai & Mai 2016 International Journal of

Teng et al 2019 Journal of Creative Behavior Yes

Thundiyil et al 2016 Chinese Management Studies Yes

Wang & Dass 2017 Journal of Business Research Yes

Wang & Tsai 2014 Service Business Yes

Wang et al 2014 Tourism Management Yes

Weber & Heidenreich 2018 Long Range Planning Yes

Yang et al 2009 International Journal of

In Table 5.2, the author present the results of a meta-analysis examining the relationship between growth mindset, fixed mindset, creative self-efficacy, creative performance, innovation capability, and business success The analysis utilized the mean value of correlation coefficients reported in previous studies Effect size (r) was calculated according to Lipsey and Wilson (2001) guidelines, where r < 0.10 represents a small effect size, r = 0.25 represents a medium effect size, and r > 0.40 represents a large effect size The author also used the I 2 statistic, as described by Higgins et al

(2019), to assess heterogeneity I 2 values of 0% to 40% suggest that heterogeneity might not be important, 30% to 60% suggest moderate heterogeneity, 50% to 90% suggest substantial heterogeneity, and 75% to 100% indicate considerable heterogeneity

In terms of creative mindset, the findings reveal that growth mindset has a positive impact on creative self-efficacy This association is characterized by a medium- large effect size (r = 0.367) The Q-value for the relationship between growth mindset and creative self-efficacy is 34.463, which exceeds the Chi-square value (2 = 22.458), indicating significant heterogeneity (p < 0.000) Furthermore, the I-Square value indicates considerable heterogeneity (I 2 = 82.590) These results are further supported by a 95% confidence interval that includes non-zero values Hence, H1a is supported

According to fixed mindset, the results demonstrate that fixed mindset has a negative impact on creative self-efficacy This relationship is characterized by a small effect size (r = -0.042) The Q-value for the association between fixed mindset and creative self-efficacy is 15.919, which exceeds the Chi-square value (2 = 14.067), indicating significant heterogeneity (p < 0.026) Additionally, the I-Square value suggests that there may be substantial heterogeneity (I 2 = 56.029) in this study These findings are further supported by a 95% confidence interval that contains non-zero values Therefore, H1b is supported

In terms of creative self-efficacy, the findings indicate that creative self-efficacy has a positive influence on both creative performance and innovation capability The relationship between creative self-efficacy and creative performance is characterized by a large effect size (r = 0.440) The Q-value for the association between creative self- efficacy and creative performance is 646.879, which exceeds the Chi-square value (2

= 51.179), indicating significant heterogeneity (p < 0.000) Furthermore, the I-Square value suggests considerable heterogeneity (I 2 = 96.290) Thus, H2a is confirmed

Similarly, the association between creative self-efficacy and innovation capability is also characterized by a large effect size (r = 0.451) The Q-value for the relationship between creative self-efficacy and innovation capability is 119.674, which exceeds the Chi-square value (2 = 26.125), indicating significant heterogeneity (p < 0.000) Moreover, the I-Square value indicates considerable heterogeneity (I 2 = 93.315) These findings are further supported by a 95% confidence interval that includes non- zero values Therefore, H2b is supported

Regarding creative performance, the study found that it positively impacts on innovation capability, with a large effect size (r = 0.686) The Q-value of the relationship between creative performance and innovation capability was 17.646, higher than the Chi-square value (2 = 16.750), indicating significant heterogeneity (p

< 0.000) In addition, the I-Square suggested substantial heterogeneity (I 2 = 71.666) This result was supported by a 95% confidence interval with non-zero values, thus supporting H3a Furthermore, the study found that creative performance also positively impacts on business success, with a large effect size (r = 0.431) The Q-value of the relationship between creative performance and business success was 223.853, higher than the Chi-square value (2 = 29.588), indicating significant heterogeneity (p < 0.000) The I-Square explained considerable heterogeneity (I 2 = 95.533), and this result was also supported by a 95% confidence interval with non-zero values, therefore supporting H2c

In terms of innovation capability, the findings indicate that there is a positive relationship between innovation capability and business success The effect size between these variables is large (r = 0.426) The Q-value of innovation capability and business success is 228.695, which is higher than the Chi-square value (2 = 34.528), indicating significant heterogeneity (p < 0.000) Additionally, the I-Square explained considerable heterogeneity (I 2 = 94.316) These results are further supported by a 95% confidence interval with non-zero values Therefore, the hypothesis H4 is supported, indicating that innovation capability is positively associated with business success

Hypothesis Variables k Total Effect size & 95% confidence interval

Independent Dependent Studies n r LCI UCI p-value Chi- square

Note: GM=Growth mindset, FM=Fixed mindset, CSE=Creative self-efficacy, CP=Creative performance, IC=Innovation capability, BS

= business success, LCI= Lower 95% Confidence Interval, UCI = Upper 95% confidence interval

Study 2: An empirical approach

The author assessed the measurement model through factor loadings, average variance extracted (AVE), and composite reliability (CR) (Benitez et al., 2020) As shown in Table 5.3, all of the factor loadings for this measurement model are significant in the predicted directions (0.7,0.5 and 0.7 respectively) Moreover, the maximum VIF values or variance inflation factor was below 5 Given these findings, multicollinearity was not a concern The square root of the AVE as shown in Table 5.3 was higher than that of others’ correlations Additionally, the heterotrait-monotrait (HTMT) ratio of each construct was lower than 90, thus exerting satisfactory discriminant validity (Hair et al., 2019) (refer to Table 5.4)

GM1 Everyone can create something great at some point if given appropriate conditions

GM2 Everyone can develop their creative abilities up to a certain level

GM3 Practice makes perfect—perseverance and hard work are the best ways to develop and expand one’s capabilities (Deleted item)

GM4 Rome was not built in a day—creativity requires effort and work, and these two are more important than talent

GM5 It does not matter what creativity level one has—you can always increase it

FM1 You either are creative or you are not-even trying very hard you cannot change much (Deleted item)

FM2 You have to be born a creator—without innate talent you can only be a scribbler

FM3 Creativity can be developed, but one either is or is not a truly creative person

FM4 Some people are creative, others are not—and no practice can change it

FM5 A truly creative talent is innate and constant throughout one’s entire life

Technical innovation capability (CR=0.933, AVE=0.778)

TIC1 Our business uses knowledge to engage in technical innovations (e.g., new service, service operations and technology) much better than major competitors

TIC2 Our business uses skills to engage in technical innovations (e.g., new service, service operations and technology) much better than major competitors

TIC3 Service innovations of our business are much better than major competitors

TIC4 Service operations and technology of our business are much better than major competitors

Non-technical innovation capability (CR=0.877, AVE=0.641)

NTIC1 Our business uses knowledge to engage in non- technical innovation (e.g., managerial, market, marketing) much better than major competitors

NTIC2 Our business uses skills to engage in non-technical innovation (e.g., managerial, market, marketing) much better than major competitors

NTIC3 Managerial innovations of our business are much better than major competitors (Deleted item)

NTIC4 Market innovations of our business are much better than major competitors

NTIC5 Marketing innovations of our business are much better than major competitors

SI1 I am satisfied with the way my business developed 0.895 53.668 SI2 I am satisfied with the number of clients in my business

SI3 I am satisfied with the outcome of tasks performed by employees

SI4 I am satisfied with the competitiveness of the company (Deleted item)

SI5 I am satisfied with the attainment of established business development goals

OI1 I am satisfied with my company profit (Deleted item)

OI2 I am satisfied that my company already has a registered office

OI3 I am satisfied having employees in my company 0.829 30.876 OI4 I am satisfied with the job positions my company created (Deleted item)

OI5 I am satisfied that my company has maintained financial liquidity

OI6 I am satisfied that my company offers benefits to employees (e.g., laptop)

OI7 I am satisfied with my company maintaining long- term cooperation with clients (e.g., longer than one year)

Notes: Bold values on the diagonal represent the square root of AVE, while the other matrix entries represent the correlations, SI = Subjective Indicators, OI = Objective Indicators

As shown in Figure 5, the model explains 36.20% of the variance in TIC, 25.50% of that in NTIC, and 56.40% of the variance in entrepreneurial success Hypotheses H1a and H1b in Table 5.5 suggested that TIC was significantly influenced by growth mindset (β= 0.536, p < 0.01, Model 1; β = 0.543, p < 0.01, Model 2), fixed mindset (β

TIC appeared to positively relate to entrepreneurial success (β = 0 152, p < 100 , Model 1; β = 0.197, p < 0.05, Model 2) Therefore, TIC is a full mediator between growth mindset, fixed mindset, and entrepreneurial success

Next, hypotheses H2a and H2b supported that NTIC was an output of growth mindset (β = 0.433, p < 0.01, Model 1; β = 0.439, p < 0.01, Model 2) as well as fixed mindset (β = 0.248, p < 0.01, Model 1; β = 0.254, p < 0.01, Model 2) respectively The relationship between NTIC and entrepreneurial success was also positive and significant (β =0.409, p < 0.01, Model 1; β = 0.395, p < 0.01, Model 2) Given the analysis NTIC appeared to act as a mediator between growth mindset, fixed mindset and entrepreneurial success

The author found that a fixed mindset did not affect entrepreneurial success (H3a: β = -0.053, p > 0.05, Model 1; β = -0.066, p > 0.05, Model 2) Then, H3a is not supported However, the growth mindset positively associates with entrepreneurial success (β = 0.338, p < 0.01, Model 1; β = 0.317, p < 0.01, Model 2) H3b is supported

In addition, there is a strong convergence in the findings on growth mindset that is positively associated with entrepreneurial success while a fixed mindset appears not to have a direct effect on entrepreneurial success This indicates that only a growth mindset has a significant effect on entrepreneurial success Furthermore, the findings for the controlling construct personal profile indicate that only gender (𝛽 = 0.181, p < 0.05) and education (𝛽 = 0.136, p < 0.10) had a significant effect on growth mindset, while not supporting its effects on fixed mindset Thus, gender and education are necessary for creating with regard to growth mindset In addition, company profile demonstrated a significant negative effect of the type of company on entrepreneurial success (𝛽 = -0.136, p < 0.05) In this case, it is required for entrepreneurs to emphasize the type of company when running a business

GM FM TIC NTIC E ntrepreneurial success

Non-technical innovation capability (NTIC) 0.409*** 0.395***

CONCLUSION

Study 1: A meta-analysis

Based on the results of this meta-analysis, having a growth mindset is positively linked to creative self-efficacy, while a fixed mindset has a negative impact Creative self- efficacy, in turn, has a positive correlation with both creative performance and innovation capability Furthermore, creative performance is positively associated with both innovation capability and business success Similarly, innovation capability has a positive relationship with business success However, creative performance has a greater impact on business success than innovation capability

Using the implicit theory as a starting point, this study then proceeds to apply the implicit theory to creative and innovation framework, and further in the business success context As suggested by Puente-Díaz and Cavazos-Arroyo (2017), implicit theory gives people a central role in understanding their thoughts and beliefs, which will shape their behavior by motivating and implementing performance

According to Hass and Burke (2016), the implicit theory provides a visual perception of creative achievement, and it also leads individuals or groups to produce superior performance or even create superior creative tasks and solutions Additionally, implicit theory plays a vital role in developing businesses where a combination of knowledge and skill informed by experience informs goals and technology, which are intimately related to innovation capability Generally, managers with incremental beliefs would exert a better performance in a range of work and social tasks

In terms of business and tourism contexts, previous studies have suggested implicit theory in business contexts and tourism-based innovation, such as financial decision (Rai & Lin, 2019), including hotel reservations (Fong et al., 2018), homestay accommodations, and other forms of lodging (Ly et al., 2021) This study offers new perspectives on the use of implicit theory by applying it to a model of creative mindset within the context of business success As a result, it contributes fresh insights to the existing literature on the application of implicit theory

Second, meta-analysis is regarded as a statistical method that combines quantitative results from diverse empirical research studies (Sarooghi et al., 2015) We might expect that the meta-analysis will be incorporated into the creative and innovation framework, which will benefit to business success In accordance with Kirca and Yaprak (2010), who suggest that meta-analysis is an appropriate and useful research technique in terms of marketing, management, and international business

Third, creative self-efficacy is positively associated with a growth mindset, whereas a fixed mindset is negatively associated, as demonstrated in Karwowski (2014), as well as in the study of Royston and Reiter‐Palmon (2019) Those studies are clearly explained and have proved that a growth mindset has an effective in terms of improvement on creative self-efficacy Then, this in response does have ability to affect creative performance and innovation capability Accordingly, firms and organizations should create an environment that encourages the creative mindset in order to take advantage of this advantage Specifically, a leader or manager who is aware of the concept of growth mindset can motivate creative activities (such as creative tasks and solutions), resulting in enhanced creative ability

On the contrary, the findings indicate that a fixed mindset has a negative impact on creative self-efficacy.Previous studies by Hass et al (2016) and Royston and Reiter‐Palmon

(2019) did not find a significant correlation between the fixed mindset factor and self- efficacy factor A fixed mindset can result in helpless learning strategies, leading to a decrease in self-efficacy, which is expected Thus, individuals who possess a fixed mindset tend to exhibit lower levels of creative self-efficacy and have less influence on their creativity and innovation capabilities

Fourth, there is a positive correlation between creative self-efficacy and creative performance, which previous studies have suggested (Christensen-Salem et al., 2020; Tierney & Farmer, 2002) Creative self-efficacy has gotten expanded consideration as it a significant role in creative outcomes, like creative productivity, achievement, and performance (McKay et al., 2018; Royston & Reiter‐Palmon, 2019; Tierney & Farmer,

2002) Consequently, creative self-efficacy also has positive associate with innovation capability, and it was in accordance with the study of Afsar and Masood (2018) and Hallak et al (2018) Individuals with creative self-efficacy possess the confidence in their knowledge and abilities to generate and execute innovative ideas (Jiang & Gu, 2017) Higher levels of creative self-efficacy are associated with improved creative performance and innovation capability Therefore, it is important for firms and business leaders to recognize creative self-efficacy as a fundamental characteristic rather than just a desired outcome of creativity and innovation (Puente-Díaz & Cavazos-Arroyo, 2017)

Consequently, innovation capability is significantly influenced by creative performance, as well as in earlier researches (Ferreira et al., 2020; Tứnnessen et al., 2021; Valaei et al., 2017) Creativity is the source of an idea where the innovation is the key to implement to the action Therefore, the quality of creative performance might be affected by innovation capability as well

The present study found that business success is positively influenced by creative performance and innovation capability, which is consistent with previous research conducted on various domains such as individuals and organizations, creative industries, employee performance, and organisational dynamics In addition, the findings that innovation capability has a positive relationship with business success have been investigated as an aspect of firm performance (Ferreira et al., 2020) Therefore, both creative performance and innovation capability can be considered as robust predictors of success in the workplace and organizations

While both creativity and innovation capability have a positive influence on business success, creative performance is deemed more significant Creativity and innovation drive for the progress and the ability of organizations to sustain competitive advantage The creativity involves generating ideas, while the innovation involves putting those ideas into action to enhance procedures, practices, or products Hence, creativity is essential in driving the innovation process, which in turn generates new business opportunities As such, creativity is a vital component of the overall innovative process

The creative mindset suggests that a growth mindset has a positive correlation with creative self-efficacy The findings indicate that a growth mindset can enhance our comprehension of an inherently creative mindset, leading to favorable outcomes As a result, the evolving view of the creative mindset may consider strategies for developing creative self-efficacy.Therefore, companies and organizations should consider a process that incorporates an administration, including the development of a growth mindset procedure (such as creating a workplace environment that will support the development of creativity), and using constructive feedback to improve and emphasize the advancement in creative self- efficacy

However, in terms of a fixed mindset, the results indicate that having a fixed mindset has a significant negative impact on one’s creative self-efficacy Therefore, firms and organizations should understand the difference between fixed and growth mindset people, and try to enables fixed mindset people to learn and reinforce new skills and abilities by company procedure or program (for example, minimizing negative self-talk, reward system, creative activity and environment etc.) in order to promote or shift from fixed mindset to growth mindset

Creative self-efficacy has a positive correlation on creative performance Newman et al (2018) and Tai and Mai (2016) suggest that a leader’s creative self-efficacy has an impact on employee creativity This study also found a positive relationship between creative self- efficacy and innovation capability, consistent Jiang and Gu (2017)

Study 2: An empirical approach

The results of study 2 show that entrepreneurs with a growth mindset might reflect and drive entrepreneurial success either directly or indirectly through innovation capability The fixed mindset does not have impact or significantly impact on entrepreneurial success Nevertheless, it may be able to drive their success indirectly through innovation capability Accordingly, the findings highlight the importance of focusing on growth mindset and innovation capability as part of entrepreneurial success Based on these findings, the proposed relationship appears to be positively mediated by innovation capability

To begin, the author utilized the implicit theory to enhance the research-based framework for creativity by examining the elements of a creative mindset and innovation capability for achieving entrepreneurial success (Karwowski, 2014; Ngo & O'cass, 2013; Staniewski & Awruk, 2018) The findings were coherent with previous studies, which have suggested implicit theory in a tourism context, such as the use of apps in homestay accommodation (Ly et al., 2021) The results of our study suggest that the application of implicit theory can be utilized to assess research models based on creativity and innovation in the tourism sector Furthermore, the author has expanded upon the concept of implicit theory by investigating the underlying factors that contribute to entrepreneurial success

Second, the author’s findings suggest that the relationship between growth mindset, fixed mindset, and entrepreneurial success is mediated by technical innovation capability This is in accordance with Hass and Burke (2016), who suggested that a growth mindset can promote creative activities and then impact technology, while a fixed mindset is associated with other approaches to achieving goal At the same time, non-technical innovation capability also mediates the relationship between growth and fixed mindset and entrepreneurial success as well From previous studies, growth mindset is related to learning approach goals (Burnette et al., 2013), and fixed mindset relates to desired goals and competence (Puente-Díaz & Cavazos-Arroyo, 2017), which will create opportunities in organizational management and marketing and performance In a previous study, Divisekera and Nguyen (2018) also posited that non-technical innovation capability relates to sales and performance Therefore, these findings suggest that a creative mindset plays a crucial role in fostering innovation capability, which in turn contributes to the success of entrepreneurship According to Ngo and O'cass (2013), the existing literature has focused on technical innovation rather than non-technical innovation in improving a firm’s ability to attain better performance

Our findings, based on implicit theory, support the notion that a creative mindset is a major focal driver of innovation capability for enhancing entrepreneurial success in the tourism business This is in line with Alford and Duan (2018) and Anning-Dorson and Nyamekye (2020), who posit that innovation capability is critical for hospitality firms to gain competitive advantages Innovation is a crucial source in driving and enhancing the customer, establishing new market prospects, and increasing business profits from a competitive standpoint (Horng et al., 2018) In addition, innovation capability has a significant influence on different business factors such as sales performance (Kafetzopoulos

& Psomas, 2015), performance (Taherparvar et al., 2014), and firm success (Weber & Heidenreich, 2018)

Third, according to the creative mindset component, a fixed mindset had no direct impact on entrepreneurial success, which is contrary to Burnette et al., (2020), who argue that fixed mindset demonstrates competence and avoids mistakes In contrast, the growth mindset has a notable influence on entrepreneurial success Earlier research indicated that creativity generates organizational innovations, which lead to improved firm performance and enable hospitality firms to operate globally (Ouyang et al., 2021) Pascual-Fernández et al (2020) also contended that creativity helps strengthen the provision of greater value by adopting service innovation and proper responsiveness Hence, our findings imply that possessing a growth mindset is advantageous in attaining entrepreneurial success

Our study contributes to the empirical context by employing a creative mindset, measured using formative variables of growth mindset and fixed mindset, to facilitate innovation capability This approach is suitable for the PLS analytical technique used to estimate the empirical estimation model (Benitez et al., 2020) Furthermore, our model includes mediating and controlling effects, providing intervention conditions that promote entrepreneurial success while minimizing common method variance and improving managerial effectiveness (Palmatier, 2016) Hence, future researchers in tourism should explore our empirical setting, including moderating variables, in greater detail

First, the association between a creative mindset and entrepreneurial success appears to be mediated by innovation capability (both technical and non-technical innovation capability)

A creative mindset is a source of creativity and drives success through innovation Every aspect of an organization can benefit from creativity, as is well recognized, and it has had a good and significant impact on business Procter & Gamble is one example (P&G) The number of new products introduced by P&G over the past few years has drastically decreased To foster creativity, the company established Corporate New Ventures or CNV, a small cross-functional team that exhibits many creative behaviors In the three years since its inception, CNV has successfully handed over 11 projects to the business sectors for execution, leading to great accomplishments for the company (Amabile, n.a.)

Entrepreneurs should strive to enhance their innovation capability by actively pursuing, committing to, and improving it in order to enhance their organizational performance (Anning-Dorson & Nyamekye, 2020) Through technical innovation capability, entrepreneurs in the tourism industry should identify and seize innovative opportunities before competitors do Entrepreneurs need to exert themselves in applying their knowledge and skills towards the development of new services, service operations, and technological acquisitions In terms of non-technical innovation capability, entrepreneurs need to understand how crucial non-technical innovation is for fostering organizational and marketing innovation Entrepreneurs should concentrate on managerial or marketing operations strategically to cultivate their firm’s related innovation in management, market entry, and marketing

Foroudi et al (2016) study suggests that retailers worldwide, including Europe, recognize the potential benefits that innovation can offer in the retail setting such as Smart Labels Therefore, entrepreneurs should study and apply those innovations appropriately to organizations For example, NFC payments (stands for Near Field Communication), is a technology that permits users to securely send and receive data over a short distance using their phones NFC payments such as Google pay or Apple pay, are becoming a preferred payment option for consumers (Gundaniya, n.a.)

Entrepreneurs should encourage and establish innovation activities in their workplaces that can enhance their innovation capabilities, both technical and non-technical, and foster support for innovation by networking openly and sharing information with other entrepreneurs This can be achieved by cultivating a culture that promotes employee engagement and trust, experimentation, adaptation, and learning

Apple Inc is one of the most prominent examples Apple Inc has been successful in part because of its management's efforts to view the company as a living system with dynamic innovation dynamics based on its employees' creative minds (Khan et al., 2015) For example, Apple Inc has established an understanding process in which leaders seek information, opinions, and ideas from sources other than their usual areas of expertise This includes, but is not limited to, customer feedback, cleric criticism, and external responses by competitive enterprises Internally, leaders demonstrate their cooperation and collaborative abilities by encouraging employees at all levels to participate in communication, brainstorming, idea sharing, and decision-making Significantly, Apple

Inc sees its employees as either a larger entity that makes up the company they work for or as human beings with a common imaginative goal

Additionally, Sipe (2016) discovered that at the business unit level of a hospital marketplace, senior managers have influence and are responsible for change and innovation

As a result, entrepreneurs can apply the context issues of this study to the tourism business For instance, create methods that are methodical for learning about employees' interests and passions, encourage managers to balance business and emotion in their leadership styles, etc However, the context characteristics may be appropriated differently depending on the nature of the organization.

The case study from an innovative company like 3M Corporation is one of an interestingly innovative culture principle 3M Corporation has always prioritized individual initiative and innovation over top-down managerial control The 3M Corporation has a 15% culture that encourages staff members to actively explore and pursue new ideas that interest them during work hours Therefore, entrepreneurs should provide more significant support to innovation activities to effectively improve organizational success

Second, having a relative growth mindset can result in more significant entrepreneurial achievements, which aligns with previous studies (Desai et al., 2020; Ouyang et al., 2021) Therefore, entrepreneurs should pay attention to those studies, and apply the content appropriately to their organizations For example, the study of Desai et al

(2020) addressed and looked at the effect of mindsets on people's propensity for opportunistic financial reporting The study contends that prevailing corporate and economic pressures serve as a primary motivator of opportunistic financial reporting Therefore, entrepreneurs can apply business and economic conditions to drive their success Furthermore, the study recommended further research to find additional psychological factors that can predict such behaviors Then, entrepreneurs should use content such as reward and punishment to put some pressure on both entrepreneurs and employees Therefore, entrepreneurs should look into appropriate conditions that will help them expand their growth mindset, such as creative environments, creative activities and creative practice programs