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Corporate social responsibility, ambidextrous leadership, and service excellence

Tuan Luu (Swinburne Business School, Swinburne University of Technology, Hawthorn, Australia)
Viet Le (Swinburne Business School, Swinburne University of Technology, Hawthorn, Australia)
Eryadi Masli (Department of Entrepreneurship and Innovation, Swinburne Business School, Swinburne University of Technology, Hawthorn, Australia)
Diana Rajendran (Swinburne Business School, Swinburne University of Technology, Hawthorn, Australia)

Marketing Intelligence & Planning

ISSN: 0263-4503

Article publication date: 15 March 2019

Issue publication date: 19 July 2019

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.

Keywords

Acknowledgements

The authors declare that they have no conflict of interest.

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

Publisher

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Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited