How digital marketing and innovative performance contribute to hotel restaurant revenue growth: The mediating role of knowledge sharing

Abstract Innovative performance has been identified as a critical dynamic in various sectors, while little research has focused on the mediating role of knowledge sharing. The current study measures the role of knowledge sharing between digital marketing and innovative performance induced ultimately revenue growth in the hotel restaurants industry. A quantitative method was used with 134 questionnaires distributed to operational and marketing managers in Jordanian hotels. The Smart PLS was used, and the results illustrated a strong relationship between digital marketing and innovative performance, with mediating role of knowledge sharing on revenue growth. The study expressed the positive impact of employing digital marketing on the issue of knowledge sharing where the effect of the latter on innovative performance is optimistically positive. This further suggests eliminating any failure in the marketing strategies to avoid the effects on the organization’s profits; however, staying up to date with emerging digital revisions is crucial for the effectiveness of marketing activities.


PUBLIC INTEREST STATEMENT
Restaurants and hotel restaurants, Likewise other organizations, were among the most important sectors affected by this digital transformation.Thus, increasing reliance on digital business requires developing infrastructure and human resource capabilities.Markets are getting more complicated with the acceleration of knowledge in the technology field, between the spread of web browsing sites and social networking programs, which require keeping up with high knowledge, and this seems very difficult which requires a joint effort and the development of knowledge exchange systems and their participation on the widest scale.Even with the presence of specialists in the field of e-marketing, the acceleration in digital transformation.The results of the study illustrated a strong relationship between digital marketing and innovative performance, with mediating role of knowledge sharing on revenue growth.profits; however, staying up to date with emerging digital revisions is crucial for the effectiveness of marketing activities.

Introduction
The rapid rise of the digital economy fosters innovation among internet users globally.The internet penetration rate has had an average user growth rate of 62.5 % per year.As of 2021, the number of internet users has reached approximately 4.9 billion, and social network users were around 3.8 billion, compared to about 16 million internet users in 1995 (Zachlod et al., 2022).This tremendous increase is likely to grow, particularly with the availability of favourable factors represented by the spread of modern technology tools and smart devices, the expansion of the geographical scope of internet networks around the world, the rapid technological development, and the emergence of fifth-generation systems.In addition to digital transformation in both the public and private sectors for security, health, economic and control reasons (Javalgi et al., 2005) when hotel digital transformation has become no longer an option (Kanaan, 2018).
For survival, growth, and continuity, digital transformation has become a semi-mandatory activity (Cheyne et al., 2014).Thus, increasing reliance on digital business requires developing infrastructure and human resource capabilities (Pandey et al., 2020).Hence, this research aims at investigating the impact of digitization on these sectors which has impacted positively the revenue growth of hotel restaurants.However, markets are getting more complicated with the acceleration of knowledge in the technology field, between the spread of web browsing sites and social networking programs, which require keeping up with high knowledge, and this seems very difficult and requires a joint effort and the development of knowledge exchange systems and their participation on the widest scale (Babu & Gopalakrishnan, 2008), even with the presence of specialists in the field of e-marketing and the acceleration of digital transformation (Battistella et al., 2016).
While previous literature has approved the impact of knowledge sharing in the relationship between digital marketing and organizations' innovative, innovative capabilities in the field of digital hotel restaurant marketing is scarce.Thus, the study attempts to add valuable contributions to the cognitive and academic fields about the revenue of hotel restaurants which can grow and thrive through the employment of digital marketing and innovative performance.Particularly, when hotel revenue management is embedded.Moreover, the theoretical framework and empirical findings may contribute to a better understanding of the relationships between digital marketing and innovative performance contributions to hotel restaurant revenue growth, highlighting the mediating role of knowledge sharing.Simply speaking, there are plenty of other means of mediating digital marketing that may be efficient in the performance and revenue growth of hotel restaurants; however, this study displays a quite accurate analysis in the field.
In the same context, the main question of this study focuses on the effect of the potential role of knowledge sharing in the relationship between DM and innovative performance on the capability and competency of hotel restaurants to increase their revenues.Usually, studies and interests deal with restaurants or hotels separately, whereas the current study focuses on the topic of hotel restaurants and, most importantly, on the employment of digital marketing and its contribution to the revenue growth of hotel restaurants.In many cases, hotel restaurants receive guests, especially local ones, who come only for lunch or dinner but not to stay overnight.For instance, Wadi Rum, where a part of the current research fieldwork was conducted, is a famous destination in Jordan and home to several internationally famed film locations (Kanaan et al., 2019).Wadi Rum hosts around 150 hotel campsites, where most of which receive local day visitors, especially those who come through integrated tour programs.As such, not all trips involve an overnight stay; therefore, visitors often consume only food services.

Digital hotel restaurants marketing
A digital transformation took a lot of business researchers' time due to changes in purchasing systems and consumer behaviour (Shatnawi et al., 2019;Yan et al., 2020), mainly represented by an increasing reliance on electronic systems for all stages of the purchase decision and online shopping activity (Bala & Verma, 2018).The expansion of technology's uses for the purposes of communication, entertainment, carrying out commercial activities, education, and e-commerce activities has led to an increase in societies' attachment to technology and their spending more time using it for all age groups (Profeta et al., 2021;Sheth, 2020).Accordingly, the changes that happened required high adaptation by organizations and a change in the shape of their marketing and sales activities, which became an important factor for survival, continuity, and competition (Ali Al Najdawi, Khaleefah, Kanaan, AwadAlomari, et al., 2019;Darabseh et al., 2019).Failure to keep up with these changes resulted in negative outcomes and serious financial and administrative consequences for organizations (Al Hadwer et al., 2021;Baker, 2012).
In addition to the aforementioned challenges, this transformation constituted opportunities for organizations to expand and reach larger segments of consumers by increasing the use of digital marketing (DM) relying almost entirely on it to reach consumers (Bala & Verma, 2018;Korgaonkar & Smith, 2015).Likewise, other organizations as restaurants and hotel restaurants were among the most important sectors affected by this digital transformation, particularly with the measures that directly touched the restaurant sector during the Corona pandemic, through a package of restrictions related to closing dining halls and rationing numbers, in addition to increasing health controls.These actions have been a major driver for restaurants to increase their reliance on digital marketing (DM) and sales activities to reduce the effects of the pandemic on businesses and recover sales again (Zwanka & Buff, 2021), which required development in infrastructure, strategies, and digital transformation procedures.
The purpose of marketing is to persuade and convince potential customers.Therefore, marketing activity seeks to effectively reach the consumer by all available means, and methods and to convince him/her (Gallupe, 2001).Digital marketing (DM) is one of the forms of marketing activity that uses technology tools to collect information and data about consumers on the one hand and motivate the consumer to obtain the product or service on the other hand (Bala & Verma, 2018).Moreover, the internet has become the main tool in this type of marketing activity, and the significant growth in its use and spread makes e-marketing a mandatory activity that requires adaptation in terms of tools and skills (Korgaonkar & Smith, 2015).
The concept of digital marketing is defined in a variety of ways, but the majority of definitions agree on two elements: first, it is part of marketing plans and strategies; second, it is an activity related to the use of the internet that aims to reach potential consumers more effectively and efficiently as results influence their purchase decision (Al Hadwer et al., 2021;Bala & Verma, 2018).Some marketing experts, on the other hand, believe that digital marketing is not an extension of traditional marketing concepts.Nonetheless, it should be considered a new pattern for its new methods and different from what is customary in the previous style (Bala & Verma, 2018;Olson et al., 2021).
A step in digital marketing DM has launched new horizons in marketing and has developed new methods of communication between the seller and the consumer (Ali et al., 2019).The rapid development of technical systems creates a challenge for companies to communicate with their customers properly, which benefits the organization (Villanova et al., 2021).Undoubtedly, the spread of technological tools with direct internet connections has changed the way business is done and generated new consumer behaviours due to the great advantages they carry for the consumer (Yan et al., 2020).Significantly, due to their high ability to attract consumers, all commercial and service activities have expanded significantly, providing a set of benefits of digital marketing (DM) for business owners.These advantages are as follows: low costs compared to traditional marketing activities; harmony with SME and limited-budget entrepreneurship; improvement of the efficiency of the communication process between the organization and the client; being considered an interactive (two-way) method of communication; the ability to deliver the message with high accuracy; and the ability to choose the appropriate combination of image and sound.Furthermore, DM is not bound by time or place constraints, and it is simple for the general public to store, save, and access again.Also, it reaches a large number of customers in record time, and it is a highly targeted advertisement through its ability to identify the segment that the organization wants to reach, the ability to collect information and data related to customers and collect feedback on the advertising campaign and product provided, the ability to measure and analyse outputs, such as the number of views and viewing times, and the ability to modify and add to the content at any time (Al Hadwer et al., 2021;Bala & Verma, 2018;Korgaonkar & Smith, 2015;Varadarajan et al., 2022).These features have enticed organizations to shift towards the practice of digital marketing (DM) and expand it to fit with the organization's strategies and the ability to implement those (Melović et al., 2020).

Knowledgesharing
With the world's great fluctuations and developments, great science and knowledge accelerated, and thus knowledge is considered an element with a strategic dimension to the need to achieve a competitive advantage for the organization (Civi, 2000).The development of physical aspects and organizations' interest in them without focusing on managing knowledge processes creates a large gap and increased difficulty in dealing with threats and risks (McAdam & McCreedy, 1999).What we mean by "knowledge management" (or "KM") is the process of figuring out how to generate new information within a company, with the ultimate goal of collecting that data and sharing it with employees (Aljawarneh et al., 2020a).Knowledge management is primarily concerned with figuring out how to develop new information within an organization, with the subsequent goal of gathering that information and disseminating it to staff members (Aljawarneh et al., 2020a).It can be defined as a process that arises between two parties, the first of whom owns knowledge and the second of whom acquires it while ensuring the absorption and understanding of knowledge by the second party.Additionally, it was understood to refer to the process of passing on information from one person to another in order to make it accessible to a wider audience (Aljawarneh & Atan, 2018).Based on the previous definitions, knowledge sharing has a significant role in the KM knowledge management process and is considered a key success element for managing the knowledge capital in the organization, as it directly affects the performance of the organization (Wang & Noe, 2010).Wilson et al. (1983) introduced the concept of knowledge sharing in 1983, stating that it is one of the enhancing factors of organizational performance (Small, 2005).He identified two main dimensions which are donating and collecting.The difference between them is that donating knowledge is the delivery of knowledge to others, while collecting knowledge is the acquisition of knowledge from others, and in order to achieve effective knowledge sharing, integration, and exchange must be achieved between the two dimensions (Musen, 1992).As a result, it directly affects increasing the organization's success in terms of reducing production costs, team performance, and development (Al-Kurdi et al., 2018).The organization's ability to optimize knowledge sharing (donation and collection) is affected by a set of factors, most notably the bilateral relationship between the employees and the managers, or the so-called theory of social exchange; therefore, when the social and economic exchange is high, the sharing of knowledge will be more effective in both dimensions (Navimipour & Charband, 2016).The second factor is perceptions of trust and justice between the managers and the employees, which have a positive impact if they rise (Tsai et al., 2012).The third factor is social and emotional care, where knowledge sharing is seen as a reaction by employees and a form of gratitude and loyalty to the organization (Klein, 2008).The fourth factor is the strength of the network and communication channels and the ease of exchanging knowledge in terms of donation or collection, which requires a two-way communication network (Navimipour & Charband, 2016).The fifth factor is the employees' view of knowledge sharing, as it may be viewed as an additional activity that requires reward.If the appropriate motivation is not provided, the employee may become more selective and hesitant (Asrar- Ul-Haq et al., 2016).

Innovative performance
One of the most significant ways is enhancing the concept of innovation, which refers to the implementation or creation of new practices that bring value to the organization (Cohen, 2010;Kline & Rosenberg, 2010).Innovative marketing activity contributes to achieving a set of gains for the organization, helping to increase the market share of the organization, developing the brand, reaching new markets, and increasing interaction with customers (D'Attoma & Ieva, 2022).Indeed, innovation is mainly related to human resource strategies and the organization's ability to plan and implement them correctly (Jotabá et al., 2022).
The model of innovation performance is defined as the activity in which innovative or creative ideas are exploited to improve a process or product (Urban & Matela, 2022).Innovation performance is mainly related to the policies and strategies organized in the management of human resources, so the organization needs to create an appropriate environment that stimulates human capital to innovate and to make new and unique knowledge contributions (Ullah et al., 2021).It requires the application of the concept of innovation at all administrative levels, whose overall goal is to facilitate or develop the delivery of business (goods or services) or to raise its quality.Innovative is described as accomplishing a particular activity in an unconventional or routine manner that achieves benefits and gains for the organization or reduces expenses or errors (Marchiori et al., 2022).
In addition, the concept of innovation is always linked to results and increases in value with the amount of positive change in the outputs (Komkov & Kulakin, 2020).One of the most important features of innovation is that it is both an individual and collective phenomenon, so it cannot be limited to an individual activity.Secondly, innovation is a general human phenomenon and not specific to anyone.Thirdly, innovation can be developed and grown through care and attention (Odoardi et al., 2015).The researchers also identified three main aspects that an innovative person must have: the innovative personality aspect, the knowledge aspect, and the developmental aspect (Choi et al., 2017).While some researchers pointed out the need for some features in the innovative person, which is a sense of the problem, it is the first step in the field of innovation, meaning the innovative person is better able to see, understand, and delve into the problem.The second feature is originality, which offers new, unconventional solutions.The third characteristic is flexibility and rapid response to environmental changes, which allow an individual's ideas to be free of immobility and monotony.Finally, the ability to analyze and divide problems into sub-parts (Li & Hsu, 2016;Lukes & Stephan, 2017) is demonstrated.
There is no single model agreed upon by researchers that define the dimensions of innovative performance.Tushman and Anderson (1986) relied on dividing innovation into two main parts: exploratory innovation and investment innovation.The first dimension indicates an original innovation that includes the provision of new products and services that meet the needs of new customers and emerging markets.It is a technological innovation that aims to create new opportunities and take a different path.The second dimension refers to the exploitation of the knowledge owned by the organization to adapt to the requirements of customers and current markets.This contributes to the development of the organization's products and services and, ultimately, the improvement of its marketing outlets, which is an innovative development of the product and service.
At the present time, with the increase of transformations and fluctuations as a result of rapid changes in the environment surrounding the organization, it is necessary to counter these changes by increasing the focus on intangible resources, which enables the organization to create a competitive advantage.Access to tangible resources requires financial capacity, making competition in this aspect limited and open to all competitors, while human resources with their knowledge, skills, and experience are considered intangible.It cannot be limited, and it is constantly evolving and changing.Accordingly, innovation becomes a major requirement for the organization to ensure growth and continuity.

Literature review and hypothesis development
The success and superiority of an organization are linked to exploiting resources optimally, besides the organization's ability to adapt to external pressures and surrounding fluctuations.Several models have been discussed in this direction, the most prominent of which is the RBV theory which focuses on achieving competitive advantage through the proper utilization and activation of its internal resources and competencies (Wernerfelt, 2014).The human element is one of the significant resources for the organization as a result of the ability of the organization to benefit from this intangible resource being linked to the activation of a package of procedures that improve the exploitation of human capital; therefore, the knowledge, and skills that the employee holds constitute a major and significant resource (Chang & Huang, 2010;Saa-Perez & García-Falcón, 2002).Thus, knowledge management is a major requirement in managing this element and it is considered a major way to create a competitive advantage for the organization by creating innovative marketing and managerial skills.Hence, the current study started with the RBV theory, considering that the success of organizations requires achieving competitive advantage through the optimal use of their available resources, the most important of which is the human element.
The literature on digital marketing (DM) indicates that the concept has changed with the development of the technical tools used.The American Marketing Association defines digital marketing (DM) as all of the activities and processes facilitated by digital technologies for the purpose of establishing communication with customers (Bala & Verma, 2018).Though this reveals that DM is any marketing activity that uses technological tools within the circle of digital marketing, Some researchers have classified digital marketing to differentiate between traditional and modern marketing tools into two forms: offline digital marketing, which uses electronic devices such as radio, television, and telephone; and online digital marketing, which is mainly related to the Internet and includes various websites, social media, and applications (Asrar- Ul-Haq et al., 2016).
In another classification, some researchers distinguished between the two previous types through the use of the term "digital marketing" for the type that depends on electronic equipment such as television, radio, and telephone devices, which was classified by some as "offline," while the term "e-marketing" was given to marketing via the Internet, which was classified as "on-line" (Melović et al., 2020).In this article, the researchers refer to digital marketing practices that rely mainly on the Internet, and this is what a large number of studies have supported.
Research on digital marketing DM can be classified into five main topics: Topic one discusses the impact of digital marketing on customers and how to increase its effectiveness.A large number of studies have paid attention to this field, exclusively with the emergence of the concept of digital marketing.Some research has examined the impact of digital marketing on customers in terms of the type of electronic activity used and the necessity of switching to this type of activity and exploiting its advantages.Another part of the research studied the impact of marketing activity on purchasing behaviours, and other investigations indicated the need to provide the appropriate environment of equipment and human resources and keep pace with technological development in order to comply with consumers' desires and interests (Baker, 2012;Bala & Verma, 2018;Gupta et al., 2016;Obadă, 2013).
The second topic debates the benefits and challenges related to digital marketing activity.And it has formed a large part of the researchers' interests, which were previously referred to, besides these great benefits achieved.The adoption of the concept of digital marketing by organizations faces many challenges.As such, the modernity of this concept results in poor experience in managing and directing this type of marketing activity, in addition to the significant acceleration in technological applications used, especially with regard to social media and the features and characteristics that are continuously updated (Rangaswamy, et al., 2020;Shah & Murthi, 2021;Villanova et al., 2021).
The third topic discusses the digital marketing channels, the effectiveness of each of them, their impact on the organization and the consumer, and the necessity of choosing the most appropriate digital marketing channel.A group of researchers identified the most important factors influencing the choice of the form of the digital marketing channel, such as the type of activity of the organization, the size and reputation of the organization, the nature of the product and service, and other factors related to the type of marketing channel that is most common in the specific geographical area.Some applications had a significant impact on some consumers, while their effects were weak in other areas.This demonstrates an inability to form and standardize digital marketing applications (Al Hadwer et al., 20214;Bala & Verma, 2018;Korgaonkar & Smith, 2015;Lu et al., 2018).
The fourth theme discusses the extent of integrating digital marketing into plans and strategies in organizations.Commercial organizations seek to achieve a set of goals to enhance their capabilities, growth, and expansion.Among these goals are increasing customer satisfaction and retention, building a strong relationship between the two parties, and achieving loyalty.This development necessitates increasing the perceived value of the product or service provided in order to increase the organization's market share; without a doubt, marketing activity plays a significant role in achieving these strategic plans and goals.Exploration has shown the ability of digital marketing to improve performance, increase productivity, and reduce costs, which mainly contribute to the superiority and success of the organization's plans and future goals such as expansion and growth (Peter & Dalla Vecchia, 2021;Saura et al., 2017Sundaram et al., 2020).
With the increasing importance of the concept of digital marketing, it has become almost impossible to achieve success and growth without shifting towards it, and undeniably, ignoring the organizations for this type of marketing activity will lead to harmful consequences, mainly if the business activity is characterized by high competitiveness (Baker, 2012).Based on the above, as marketing is one of the main tools for implementing the organization's plans and strategies, it must be compatible with the organization's objectives, the most important of which are adapting to the market, creating more satisfaction, and raising the perceived value (Peter & Dalla Vecchia, 2021;Sundaram et al., 2020).

Digital marketing and knowledge sharing
The success of any management activity is mainly and directly related to the human resources and the knowledge, skills, and experience they possess (Roberts & Amit, 2003).One of the main features of digital marketing activity is the need for continuous and permanent follow-up due to the rapid transformations and changes in this field (Aljawarneh et al., 2020a).Social media is one of the most prominent digital marketing methods due to the advantages it provides, such as interactivity, direct communication with consumers, and the ability to collect reviews about advertising campaigns (content, credibility, validity) and their suitability for consumers (Bala & Verma, 2018;Raudeliūnienė et al., 2018).
The acceleration of knowledge in the various means of digital marketing (applications and web pages) puts great pressure on the practitioners of this marketing activity and those in charge of it to follow up on the most important updates and changes in this field, especially as digital activity is not limited to one category.Rather, its spread includes all marketing segments without exception, albeit in varying proportions, particularly with regard to the age group.In addition, the task becomes more complicated with the diversity and intensity of the programs used, and each program uses features and methods that differ from others, and there are constant changes and updates (Dolega et al., 2021;Truong et al., 2010).
As a result of the foregoing, employees with high technical skills and a strong background in all applications and social media, in addition to marketing skills, are required to manage digital marketing activity.This seems very difficult, so organizations tend to fill a gap by activating knowledge sharing, which focuses on how to generate knowledge within the organization with the aim of acquiring it and sharing it among the employees (Royle & Laing, 2014).As previously mentioned, knowledge sharing includes two main dimensions: donation and collection, and research related to this aspect indicate its ability to improve performance and productivity.
The importance of applying the concepts of knowledge sharing is increasing with the increase in knowledge acceleration in any sector, and without a doubt, this applies to digital marketing and shows the urgent need to activate this concept.And based on the foregoing, digital marketing practices in any organization need to keep pace with knowledge, and knowledge sharing is considered a significant tool to achieve this purpose (Tsai et al., 2012).Based on what was addressed in the literature review, the researcher adopted the following main hypothesis: H1: Knowledge sharing and the use of digital marketing methods have a mutually beneficial relationship.

Knowledge sharing and innovative performance
Knowledge management has been widely discussed as an influential resource for the success and growth of the organization.It is considered a major way to achieve a competitive advantage (Asrar- Ul-Haq et al., 2016;Navimipour & Charband, 2016).Managing knowledge in the right way and increasing its processes throughout the organization helps to raise the intangible resources of the organization.Its ability to reduce costs, increase sales, raise product and service quality, and face unstable environmental changes has been confirmed (Wang & Wang, 2012).Knowledge sharing is part of the knowledge management process and one of its branches, which focuses on each individual in the organization possessing a set of knowledge and skills.Certainly, the organization must motivate employees, create the appropriate environment to share with others and contribute to the development of business and activities (Zárraga & Bonache, 2003).As for innovative performance, it is generated from the knowledge possessed by the employees, taking into consideration that not every piece of knowledge provided by the individual is an innovative activity.Rather, it must meet a set of conditions that were mentioned previously (understanding and realizing the problem in depth, originality, flexibility, and detail).Therefore, the condition of any innovative activity is the availability of knowledge for the innovator (Kamaşak & Bulutlar, 2010).
Research has indicated that knowledge-sharing processes mainly contribute to increasing the capabilities and skills of individuals and acquiring new knowledge that helps to mix, link, and provide solutions, such as exploiting technology and using it to accomplish traditional work to become more efficient and effective (Olson et al., 2021;Sundaram et al., 2020) Thus, it becomes clear that the basis of any innovative activity requires the individual to obtain knowledge and share that knowledge within the organization as a major source of obtaining knowledge.A number of studies have shown that there is a direct relationship between knowledge sharing and innovative activity (Mittal & Dhar, 2015;Al Jawarneh et al., 2020b).
Based on what was addressed in the literature review, the researcher adopted the following main hypothesis: H2: There is a positive relationship between knowledge sharing and innovative performance.

Digital marketing and innovative performance
Marketing activity depends mainly on the knowledge capabilities of employees.As a result, keeping pace with technical and technological developments is a key requirement to achieve this purpose (Royle & Laing, 2014).The main marketing activity is represented in two main strategies, namely, the attack, in which the organization focuses on attracting new customers and targeting new markets, and defense, which aims to maintain customers and not leak them to competitors (Kanaan, 2017;Taha & Esenyel, 2019).These two main marketing strategies are fully consistent with the dimensions of innovation that were discussed previously: exploratory innovation, which is linked to providing new products and services that meet the needs of new customers and emerging markets; and, additionally, investment innovation, which involves using the knowledge owned by the organization to adapt to the requirements of customers and current markets.This contributes to the development of the organization's products and services and improves its marketing channels (Leonardi, 2014).
As we mentioned earlier, access to innovative activity requires the availability of knowledge for employees, and sharing this knowledge enhances innovative opportunities (Small, 2005).Research indicated that marketing activity requires innovative and unique activities, both to maintain customers and reach new ones; therefore, the organization must provide marketing strategies that contain distinguished and smart solutions that are able to face competitors; this is consistent with innovation concepts (Chen, 2006;Naidoo, 2010).Thus, it is a crucial element in managing the marketing activity of any organization.
Based on what was addressed in the literature review, the researchers adopted the following main hypothesis: H3: There is a positive relationship between digital marketing and innovative performance.

Methodology
The research employed an exploratory design, as it aims to explore the mediating role of information sharing in the relationship between digital marketing, inventive performance, and hotel restaurant revenue growth.Digital marketing in the restaurant and hotel restaurants sector at the beginning of its emergence was limited by the nature of the product offered.Selling through an online store is surprising and unattractive, especially with the availability of other alternatives such as delivery services.The engagement of restaurants in digital marketing activities has grown with the increase in the benefits and advantages achieved from digital marketing, which were referred to previously.In addition to the expansion of the number of users of social networks and the change in the methods used in searching for and accessing information, the Internet has consequently become the main means of obtaining information (Dolega et al., 2021;Lu et al., 2018).
The present study adopted a quantitative method of collecting data.The research employed a structured survey instrument to gather data on the control of digital marketing on innovative performance, in which knowledge sharing is mediated.A survey questionnaire guarantees great response rates, accurate sampling, and a minimum of bias, providing necessary explanations and providing the value of personal contact (Marshall, 2005).The participants completed the survey by selecting the proper answers about their experience from a five-point Likert scale fluctuating from strongly disagree (1 point) to strongly agree (5 points).Self-report Likert scaling is used conveniently in psychology to describe the attitudes of humans and the unobservable influences that affected them (Jebb et al., 2021).Afterward, the quantifying data were statistically scrutinized, and outcomes have been deduced.The prime respondents of the study were the administrative marketing team.The measurements used in this study were alienated into four sections.The sample respondents involved marketing administrators in Jordanian hotel restaurants, of which there are 132 participants.
Digital marketing activity in the restaurant sector focused on a number of elements, including the pre-sales stage, through the use of social media to publish photos, videos, and price offers.The second component focuses on collecting data from the consumers about the product and service obtained to improve the reputation of the organization and spread positive word of mouth.The third element is related to facilitating access to information related to the restaurant, such as the location and contact numbers (Cheyne et al., 2014;Zwanka & Buff, 2021).Technological changes that occurred during the past two decades have fundamentally changed the marketing strategies of restaurants generally, and this has required restructuring the marketing departments and providing them with the appropriate infrastructure of equipment and technological tools, in addition to increasing attention to intangible resources (Olson et al., 2021).
To measure the relationship between digital marketing and innovative performance, a quantitative approach was used by testing hypotheses built for this purpose.A structured questionnaire was used to collect data from the study population of people who work as food and beverage managers, operational personnel, or marketing sales in the identified hotel restaurants.250 questionnaires were distributed, and 141 were returned; 7 were deemed ineligible for analysis.Therefore, the number of questionnaires that were approved for analysis was 134.
The questionnaire had 26 items divided into four sections.The first section contained demographic factors.In the second portion, nine questions borrowed from Jarvinen were used to evaluate the performance of digital marketing (Järvinen et al., 2012).The respondents answered all questions using a five-point scale ranging from 1 (strongly disagree) to 5 (strongly agree).In the third section, knowledge sharing on two main dimensions (donation and collection) was measured through nine questions that were adopted from Van Den Hooff and De Ridder (2004) scale.Participants.The respondents answered all questions using a five-point scale ranging from 1 (start) to 5 (always).In the last section, innovative performance was measured through four questions that were adopted from Kamaşak and Bulutlar's (2010) scale.The respondents answered all questions using a five-point scale ranging from 1 (strongly disagree) to 5 (strongly agree).Conclusively, and before analyzing data, the gathered data was checked for any missing or outlier data.A five-point Likert scale was employed, and the statistical software SPSS was used for data analysis.Further details about data analysis will be explained in the next section about data analysis and results.

Demographic characteristics of respondents
This section provides a detailed analysis of the collected facts and figures and comes up with results based on the data presented.Among the 134 valid collected questionnaires, over half of the respondents were male employees (64.1%), and 35.9% were female employees.9.3% of the participants were less than 25 years old, 37.4% were 26-40 years old, and 52.7% were over 40 years old.As for educational level, 34.4% of the participants had a university degree, 48.9% had a college diploma, and 16.8% had a postgraduate certificate.Finally, 15.2% of the respondents had been recruited for their present job for less than 5 years, 26.0% for 5-10 years, and 58.8% for more than 10 years.

Relationship map
The relationship map shows the variable, category, and relationship count over a given period of years.SPSS statistics for the year 2020 showed 28 relationship maps for the characteristics of respondents.The majority of those over 40-year-old respondents were university and postgraduate individuals, which account for 11.9% of the total category count of 840.Notably, a strong relationship counts interconnecting male and female figures over the age of 26 and with tertiary education.The representation of the connections and influences of each specified entity over multiple acquaintance sets is displayed in Figure 1.

Evaluation of measurement models
To estimate the linear and interaction effects among the examined variables, this model was developed to predict the outcome of structural equation modeling (SEM) with the software Smart PLS 3.That is the most well-known practical method for variance-based structural equation modeling (PLS-SEM), consuming the partial least squares path modeling method.The covariance-based SEM (CB-SEM) is based on the uncertainty of the factor score (Rigdon et al., 2017) while variance-based SEM, i.e., PLS-SEM, is based on confirmatory latent factors and aims to enhance the prediction of the endogenous latent constructs (dependent variables) instead of the modeling adaptation (Hair et al., 2019).PLS-SEM enables handling very complex model sets, including larger indicators, even with a small sample size.Moreover, PLS-SEM supports a prediction-oriented path that ensures that researchers can assess the predictive quality of the results (Hair et al., 2019).Figure 1 illustrates the outer charges of the scale elements and beta estimates in the inner model.Figure 2 displays the significance level of the individual scale elements in the outer model and the significance level of the relationships between the variables in the inner model.
If the majority of the external model loads (displayed in Figure 1) are greater than the threshold value of 0.7, then the respective t-values for those loads (displayed in Figure 3) will be significant.As a result, the majority of digital marketing falls within the range of 0.8, while innovation performance falls at 0.7.Together with Cronbach's alpha ()> .70,composite reliability (CR)> .70,and values exposed in Table 1.In addition, Table 1 shows that the Fornell-Larcker criterion is met as the square of each variable AVE is larger than the intercorrelations.As shown in Table 2, the newly introduced heterotrait-monotrait (HTMT) ratios quickly reached the <.9090 threshold (Henseler et al., 2015).Accordingly, we conclude that the measurement model had attained internal consistency, convergence, and discriminant validity.
In the previous sections, models for reliability and validity were established.The estimation coefficients for the structural model are given in Table 3.The detected direct influence of digital marketing on innovative performance is positive and significant (=.502, = .000).The effect of digital marketing on knowledge sharing was positive and insignificant (=.928, = .000).Knowledge sharing Source: IBM SPSS statistics 28 relationship map (2020) had a positive but insignificant effect on innovative performance (=.470, =.000) (see Table 2).The R in this study revealed a significant effect.It is reasonable to calculate the effect size f2 to determine whether a statistically significant impact also has concrete relevance.According to Cohen (2010), values above 0.35, 0.15, and 0.02 are considered robust, moderate, and weak, respectively.The f2 value for the effect of digital marketing on innovative performance is sound.We, consequently, find pragmatic support for hypothesis 1 and accept hypothesis 2. Table 4 and 5 demonstrate the estimation results.The results reveal that the indirect effect between digital marketing and innovative performance through knowledge sharing is significant (path coefficient = 0.502).These findings imply that knowledge sharing does mediate the effect of digital marketing on innovative performance; thus, hypothesis H3 should be accepted.

Discussion and implication
Marketing activity is seen as a linchpin for the development and expansion of businesses, and any deficiency in marketing activity or lack of performance causes confusion throughout the entire organization.Therefore, it is the operational arm of commercial establishments (Manu & Sriram, 1996).A large amount of research focused on the increasing effectiveness of marketing activities for organizations.Aside from that, the purpose of this study was to assess the effect of knowledge sharing on the relationship between digital marketing and innovative endeavor.
The results of the first hypothesis of the study indicated that there is a relationship between digital marketing activities and knowledge sharing, aligning with the results of previous studies (Leonardi, 2014).The researchers attribute this to the acceleration of knowledge and technology in addition to the development of marketing methods and tools, and therefore there is a greater need to activate the processes of knowledge sharing as any failure to keep pace with marketing transformations leads to challenges in sales and growth revenue (Bala & Verma, 2018;Olson et al., 2021;Sundaram et al., 2020).
Consequently, information-sharing activities inside the business are critical and important due to a shortage of technical knowledge and the challenge of equipping employees with administrative, marketing, and technical abilities simultaneously.The results of the second hypothesis of the study also agreed with previous studies that there is a relationship between knowledge sharing and innovative performance (Kamaşak & Bulutlar, 2010).This requires providing an effective   environment for knowledge sharing, along with effective communication systems (Ardichvili et al., 2003;Riege, 2005).This leads us to conclude that knowledge sharing is a major way to create a competitive advantage and optimally invest in the human element in order to achieve innovation in the organization's activities, in particular the marketing activity.
The results of the third hypothesis exhibited the role of knowledge sharing in increasing the organization's innovative capabilities in the field of digital hotel restaurants marketing, and this is consistent with studies that discussed knowledge sharing as a mediating factor in promoting innovation (Akram et al., 2020;Al-Husseini et al., 2021;Kaewchur et al., 2013;Mittal & Dhar, 2015).Thus, it becomes clear reveals the importance of sharing knowledge as a mediator in promoting creativity for administrative activities.Based on the above, the reinforcement of knowledge sharing in the hotel restaurants business contributes significantly to the development of digital marketing activity and the use of innovative mechanisms.Moreover, hotels must activate both knowledge-sharing dimensions (collection and donation) to reach full knowledge-sharing (Small, 2005).This can be further achieved by providing incentives for employees as one of the significant factors for activating knowledge-sharing processes, in addition to management behaviour (Gagné, 2009;Navimipour & Charband, 2016).

Conclusions and recommendations
In conclusion, the marketing activity of any organization is the main driver of sales, and any failure or dereliction in marketing plans and strategies directly affects the organization's profits and growth.Keeping up with emerging digital transformations is a critical step in increasing the effectiveness of marketing activity.The limitations of this research study are clear.Firstly, not all online information is accurate and useful.Secondly, fake information spreads rapidly across the internet and will negatively impact the firm.Third, not all tourism businesses have the financial resources to keep technology equipment running.Thus, digital marketing and innovativeness in this field of hospitality have many shortcomings.However, large hotel chains have various options and multiple suppliers, making management difficult.Therefore, dismantling the chain is a solution and a future recommendation to scholars and individuals practicing in this field.Another recommendation is developing an authentic alliance with their software vendor.This will enable the support and maintenance of software, keeping operations virtually smooth.The availability of innovation is one of the significant advantages of successful marketing activity.Consequently, the research gives a series of recommendations for the restaurant industry, which today relies largely on digital marketing, namely, that it is vital to increase interest in contemporary marketing activities.Developing the infrastructure of equipment and technical tools, as well as the human resources qualified to manage them, is the first step in achieving this objective.Secondly, developing the processes of information sharing on both sides (upward and downward) in terms of donation and collection requires a suite of actions.This involves creating a dynamic environment by offering incentives and rewards for employees, increasing and strengthening communication channels in both directions, boosting trust and levels of justice inside the firm, and fostering informal ties between management and workers (social exchange).

Figure 1 .
Figure 1.Relationship Map for characteristics of respondents.

Figure
Figure 2. Measurement model with Items loading.