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The service organizations develop complex service offerings and procedures to cater to the changing customers’ requirements. The increased complexity of the service processes halts effectiveness of the operations and may lead to the lower firm competitiveness over time (Schäfermeyer, Rosenkranz, & Holten, 2012). The complexity of service operations induces long waiting times for customers and high non-value added costs for the companies (George, 2003), and the diversity of the service offerings challenges effectiveness of the processes (Carlborg, Kindström, & Kowalkowski, 2013; Silvestro & Lustrato, 2015). Due to the direct customer participation in the service production, customer has power to significantly impact and distort service operations (Zomerdijk & de Vries, 2007). Thus, to tackle the issue of redundancy and improve performance, companies make determined efforts to standardize their operations.

As the labor productivity increases, more and more people are spurring the need for leisure tourism. However, due to the limitations of time, budget and other factors, leisure tourism is becoming more and more localized in the region and increasingly fragmented in time. Transportation methods are increasingly inclined to travel by car. The so-called leisure tourism refers to the tourism that people rely on tourism resources, with tourism as the main purpose, with the conditions of tourism facilities, with specific cultural landscapes and service items as the content, leaving the settlements and staying in different places for a certain period of time, sightseeing, entertainment and sightseeing. Crouch (2000) described leisure tourism as that including encounters with place. Encounters with other people and material things, imagination and memory occur in places. The leisure experience brought by leisure tourism is not based on the novel pursuit of sightseeing, but also contributes to the physical restoration of tourists (Lehto, Kirillova, Li, & Wu, 2017).

Job satisfaction is one of the most researched of employee attitudes (Alotaibi, 2001; Parnell & Crandall, 2003), and is considered to be essential for job performance. On the one hand, job satisfaction may have a direct influence on employees, leading them to identify their individual goals with those of their organization, and on the other, it can lead to more efficient realization of established organizational goals. There are numerous reasons for companies to regularly conduct job satisfaction surveys: getting to know the current level of job satisfaction, better management of employee expectations, building an effective business culture or finding new ways to improve business results, and attract quality candidates. The results of such surveys may be used to increase their commitment to the organization. A positive climate among the employees encourages innovation, strengthens initiatives and enables successful execution of tasks. This means that each organization needs to build a sense of belonging and respect among all employees.

Nowadays, technological progress creates a good opportunity for companies to develop and launch products that incorporate advanced technologies. This process is particularly present in the case of high-tech companies as they are technology oriented (Im, Vorhies, Kim, & Heiman, 2016). Firms utilize advanced technology to improve the functionality of their products and in this way they try to satisfy the customers’ needs to a large extent (Kocak, Carsrud, & Oflazoglu, 2017) and, as a consequence, to enhance the new products and the firm’s performance (Chen, Tang, Jin, Xie, & Li, 2014; Zhou, Yim, & Tse, 2005). This seems to be a straightforward way for companies to create new products. However, several uncertainties emerge when developing technologically advanced products. Nearly thirty years ago Bonnet (1986) pointed out that the uncertainty associated with developing and marketing new technologically advanced products is twofold.

Intangible assets play a significant role in other areas, in particular, developing the stratégy and creating a patent portfolio for organizations (Wang, García, Guijarro, & Moya, 2011). In general, innovation can be considered as the engine for developing enterprise competitiveness. To this end, the research and development unit of organizations is focused on inventions and their legal protection (Lee, Park, & Jang, 2015). Today, a significant portion of the assets of organizations is intangible assets (Bishop, 2003). Intellectual property is typically defined as a set of products that are protected under the laws relating to patents, copyrights, trademarks, and trade secrets (Kumar, 1994). Studies show that three main advantages of patents, which add to the importance of their registration, are to encourage the creation of knowledge and innovation, to maintain knowledge in the organization, and to protect identity and characteristics of change (Kumar, 1994).