Unlocking cultural SME innovation: A configurational approach to manager empowerment

Cultural small and medium-sized enterprises (SMEs) and cultural tourism share a symbiotic relationship, with each depending on the vitality of the other. Yet the core cultural sector has traditionally struggled with digitalization and innovation. Because vibrant cultural tourism relies on active, innovative cultural enterprises as key stakeholders, understanding how to foster innovation within these firms is crucial. Although cultural tourism can empower such enterprises, the mechanisms linking managers’ empowerment to their innovative work behavior (IWB) remain insufficiently understood. This study investigates how psychological, social, political, and digital empowerment combine to shape IWB among managers of cultural SMEs. Data were collected from 202 Spanish managers through a survey and analyzed using confirmatory factor analysis (CFA) and fuzzy-set qualitative comparative analysis (fsQCA). The findings reveal complex configurational pathways leading to high IWB. Psychological, social, and digital empowerment consistently appeared in effective configurations, typically working in combination, suggesting that no single dimension alone is sufficient to drive IWB. By contrast, political empowerment was often absent or negatively related in pathways that produced high IWB, indicating potential constraining effects in this context. Overall, fostering IWB in cultural SMEs requires nuanced, multi-dimensional empowerment strategies that move beyond single-factor approaches and acknowledge the complex, interactive, and sometimes paradoxical roles that different forms of empowerment play in supporting managerial innovation.