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The purpose of this paper is to develop and validate a measure of employee basic assumptions about guests and co‐workers in the hospitality industry.

Data were collected from two independent samples using self‐administrated questionnaires and analysed using correlational and reliability analyses, exploratory and confirmatory factor analyses, and one‐way ANOVA.

The analyses identified two dimensions of basic assumptions about guests, control and affect. Assumptions about co‐workers also consisted of two main dimensions termed responsibility and competence. The results showed that assumptions about guest control positively correlated with subjective job performance; assumptions about guest affect and co‐worker competence positively correlated with organisational commitment and job satisfaction; and assumptions about co‐worker responsibility positively correlated with intentions to stay with the organisation.

The findings are based on a limited sample of service employees. Even though hospitality employees' basic assumptions about guests and co‐workers are validated in a service context, the suggested conceptualisation still needs a more comprehensive validation. Assumptions about competitors may be important determinants of hospitality employees' behaviour towards guests, and such assumptions should be analysed in future studies.

The present study is the first to investigate simultaneously assumptions about guests and co‐workers in a hospitality environment and the effect that such assumptions have on outcome variables. Altogether, the study demonstrates that basic assumptions may be a viable construct for HR management. They are easily identifiable and related to employee job satisfaction, job performance, organisational commitment, and staff turnover intentions.

There is no more essential task, no more basic information that one could collect, that is critical to survival than the knowledge of one's underlying assumptions. Here are some assumptions about the steel and auto industries that give insight into the many underlying assumptions responsible for the directions other industries take.

Looks at the concept of organizational culture according to Schein, where the system of basic assumptions is developed by the organization during its history. These assumptions are bound to influence the management’s choice of TQM approaches and quality training methods. First, presents a model of different kinds of assumptions about the nature of the human being, about the concept of quality, and about the nature of learning, held by the management. Suggests how they should be considered in choosing the total quality approaches for optimal results. Second, tests the model and gives an illustration of each of the three types of basic assumptions by giving outlines of selected case studies. The cases featured seem to support the opin‐ion that choosing the “match” approach, where the assumptions included are similar to those that constitute the historic base of the culture of the organization, leads to good results with less resource utilization. Again, cultural mismatch seems to be one of the reasons for friction or direct failures in implementing a TQM approach.

While there has been an explosion of theoretical work in the field of Business and Society over the past several years, much of this work still reflects a key philosophical assumption about the way business and society should be viewed that has been operative in the field since its beginnings. This assumption undergirds the title for the field and has infused itself into stakeholder theory, normative theory, and social contract theory, which are the main theoretical approaches that have emerged in the field. This basic assumption is critically analyzed and questioned in this article, and another philosophical framework, one based on American Pragmatism and not based on this assumption, is offered as an alternative way to view the corporation and its relationship to society. The implications of this alternative for the Business and Society field are then explored.

A centuries-long history of theory and research shows that every authority system tries to cultivate a belief in its legitimacy. This paper focuses on the legitimation of regimes – social relationships and the rules that govern them. We use existing theory and research to identify a basic legitimation assumption that includes four conditions necessary to establish legitimacy. We also identify four corollaries of the assumption and use our own published and unpublished laboratory research to show (1) how successful experimental procedures satisfy the assumption’s conditions, and (2) how the failure of experimental procedures to establish legitimacy violate the assumption and its corollaries.

The purpose of this paper is to re‐conceptualize the relations between rhetorical strategies and material practices in the processes whereby leaders create or change organizational cultures.

The authors compare and contrast two broad perspectives on cultural change in organizations. The first perspective is informed by modern social science, and focuses primarily on material practices. The second perspective is rooted in classical rhetoric, and concentrates on discursive strategies.

It is found that both perspectives hold pertinent but partial insights. The authors propose an integrated perspective in which material practices and rhetorical strategies are seen as two analytical sides of the same ontological coin. This enables a fuller and more detailed explanation of how organizational cultures are created or changed. A brief illustration is provided of the merits of this approach by revisiting the case of Enron.

The paper constitutes an initial exploration of how social scientific and rhetorical perspectives on organizational change may be brought closer together. It may provide the first step towards the development of a new, integrated theory.

Is leadership theory ready for a major reappraisal? Theories of leadership are explored through underlying sets of assumptions (basic frameworks or paradigms). The result is a convenient way of negotiating a vast body of literature. This meta‐analysis offers scope for further research, and linkages between theory and practice. For example, charismatic theory is identified as being ripe for paradigm shift.

Servant leadership is primarily focused on the empowerment and moral development of followers (Burton et al., 2017). Within sports research, little is known about how servant leadership interacts with organizational culture in teams. Thus, the purpose of this study is to assess the servant leadership of one head baseball coach and examine the degree to which servant leadership affects the program's culture.

Data were collected for this case study of an NCAA Division III head baseball coach throughout one academic year. Sources included 12 interviews (ranging from four minutes to 92 min), observation of practices and games, textual analysis of documents and websites, as well as the coach's reflection journal. Data were analyzed using a six-phase process of thematic analysis (Braun and Clarke, 2006).

The participant exhibited the following servant leadership behaviors: empowering, helping subordinates grow and succeed, behaving ethically, and conceptual skills (Liden et al., 2015, 2008). In addition, the program maintained a culture featuring a few distinct artifacts, very clear espoused values, and three deeply held basic assumptions. The findings suggest that the head coach used servant leadership not to create or change culture but instead to amplify the existing culture of the baseball program.

There is strong evidence of a link between servant leadership and team culture, which is context-bound. At the Division III level, servant leadership behaviors can be used to embody a program's culture. Furthermore, through this embodiment, servant leaders can perpetuate an effective, functioning team culture, particularly within intercollegiate athletics.

The purpose of this paper is to present a new method and model for constructing a new decision-making paradigm of Medicare, which can not only satisfy the needs of the sick people but also reduce the possibility of people slipping back to poverty due to diseases under the policy of Targeted Poverty Alleviation (TPA) of China.

This paper uses the traditional supply chain theory to analyze the Medicare of impoverished people with the policy of TPA of China and transforms it into a multi-layer supply chain optimization decision-making problem. First, a nonlinear integer programming model for poor people’s Medicare decision with opportunity constraints is constructed. To facilitate the solution of the optimal decision scheme, the abovementioned model is transformed into a linear integer programming model with opportunity constraints by using the Newsvendor model for reference. Meanwhile, the scope of the inventory model is discussed, for it can be combined with the construction of the medical insurance system better. Second, the theoretical model is applied to the practical problem. Finally, based on the results of the theoretical model applying the practical problem, we give further improvement and modification of the theoretical model applies it to the actual situation further.

This paper presents a theoretical model about determine the optimal the inventory, under the framework of traditional supply chain decision-making, for it can be combined with the construction of the medical insurance system better. The theoretical model is applied to the practical problem of the fight against poverty in XX County, China. By using the actual data and MATLAB, optimal decision scheme is obtained.

There are two aspects of value. On the one hand, this paper provides a new way to construct a Medicare system of impoverished people with TPA of China. On the other hand, this paper tries making a new way to handle the storage of medicines and related medical devices at basic standard clinics decision-making problems based on above mentioned Medicare system.