Corporate social responsibility, ambidextrous leadership, and service excellence

Abstract

Purpose

The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational citizenship behavior (customer-oriented OCB) and service recovery performance among tourism industry workers.

Design/methodology/approach

The authors collected data from participants working in tour companies based in Ho Chi Minh City, Vietnam. The associations among the constructs in the research model were tested through multilevel structural equation modeling.

Findings

Data analysis supported the positive links between CSR and customer-oriented OCB and service recovery performance. Customer-oriented job-crafting emerged as a mediator for such relationships. Ambidextrous leadership played a moderating role to attenuate the positive impacts of CSR on customer-oriented job crafting, customer-oriented OCB and service recovery performance.

Originality/value

The study extends the tourism management literature by linking CSR to customer-oriented OCB and service recovery performance among tourism employees via customer-oriented job crafting as a mediator and ambidextrous leadership as a moderator.

Citation

Luu, T., Viet, L., Masli, E. and Rajendran, D. (2019), "Corporate social responsibility, ambidextrous leadership, and service excellence", Marketing Intelligence & Planning, Vol. 37 No. 5, pp. 580-594. https://doi.org/10.1108/MIP-05-2018-0157