Purpose: The purpose of this paper is to explore how business organizations design and implement sustainability practices to foster competitive advantage.Design/methodology/approach: This qualitative study is based on an exploratory multiple case study involving 11 Mexican hotels recognized as “champions” in sustainability. Data gathering took place via in-depth interviews with hotel managers.Findings: The key internal resources and capabilities must be supported by integrated microfoundations. The interaction between attributes of key resources and microfoundations reveals four transversal dimensions, namely, leadership orientation, organizational culture, team-based organizational structures and human resources and control management systems to build a sustainability-based competitive advantage in the hospitality industry.Practical implications: The implementation of sustainability processes in the hospitality industry depends on the ability of leaders to craft systems, build commitment and align interests and goals consistent with sustainability. Business managers may find some guidance for implementing sustainability-related initiatives from the results of this paper.Originality/value: This work presents both theoretical and practical contributions, integrating and operationalizing a set of key resources (using the VRIO framework) and microfoundations approach to create and maintain a sustainability-based competitive advantage, in contrast to existing studies where those resources and conditions are examined in a piecemeal fashion.

Purpose: – The purpose of this article is to propose a theoretical model explaining information technology outsourcing performance in the public sector as well as a set of empirically testable propositions to improve the understanding of key determinants of success.Design/methodology/approach: – Based on Fountain ' s technology enactment framework, the authors integrated inter-organizational factors, such as trust, knowledge sharing, and quality of outsourcing interfaces, in the model and added organizational culture alignment between service providers and public administration to enhance Fountain ' s original framework.Findings: – The authors proposed 17 empirically testable propositions to establish the relationships between key variables in IT outsourcing projects in the public sector.Research limitations/implications: – The proposed model provides guidance for future research aimed at advancing knowledge of IT outsourcing.Originality/value: – The contribution lies in the development of specific variables, such as trust, knowledge, and organizational culture, which are related to building an outsourcing relationship and are used as determinants of the quality of organizational interfaces between public bureaucracies and IT outsourcing providers.

Present standards guiding the corporate governance of information technology (IT) provide useful frameworks for organizations’ governing bodies to direct the effective use of information technology (IT) within their organizations. However, existing standards still fail to resolve the dilemma regarding the actual allocation of IT roles and responsibilities between governing bodies and IT management, while such an allocation represents a major challenge in many contemporary organizations. To advance on this issue, we explore IT managers’ interpretation of the allocation of IT roles and responsibilities to either the governing body or managerial levels in nine Ibero-American Higher Education Institutions (HEIs). We used the ISO/IEC 38500 and COBIT standards to define a unique set of 212 management and governance activities and responsibilities. We surveyed 30 IT managers in Higher Education Institutions from nine Ibero-American countries and identified the divergence in the allocation of IT Governance and Management tasks between respondents and expert judgments. Using regression analysis, we show that the degree of such divergence depends on organizational contingency factors such as the formalization of IT procedures, centralization, the complexity of the organization, and the size of IT departments. This is the first study in the literature conducting a thorough analysis of IT task allocation between the governing level and the management level. This study is also the first to identify four organizational factors influencing the divergence between respondents and expert opinion regarding this allocation. The findings and propositions presented in this paper have the potential to extend our understanding of the IT governance dilemma in other professional organizations similar to HEIs.