Search results

This study examines the impact of customer value creation on hotel performance. Customer value is seen as a multi-phase and multi-party process that combines hotel and tourist perspectives while also integrating the participation of frontline employees. The study also investigates financial performance (FP) and customer-based performance (CBP).

Data were collected from Morocco through multiple-informant design surveys to explore three perspectives related to three actors involved in the process, that is, the managers, the employees and the tourists. The hypotheses were tested with SmartPLS4.

The findings reveal that customer value positively and significantly impacts not only the FP of hotels but also the CBP. The results highlight a sequential relationship in which each actor drives the subsequent phase to definitively enhance the hotel's performance. The results further show significant mediation effects in the customer value sequence. Moreover, the results show a significant and positive effect of CBP on FP.

Theoretical and managerial implications of the research are discussed and future important researches are drawn from the study limitations.

Managers must be aware that frontline employees and guests are crucial for creating customer value, which enables to improve their performance. The results highlight that hotels should motivate and involve frontline employees in value propositions (VP) development. Furthermore, the guests are the final arbiters of value who drive hotels' performance. Moreover, for additional FP, managers are required both to deliver superior value and create loyal customers.

This study mostly confirms previous findings and highlights a sequential relationship among three phases involving three actors of customer value. However, it reveals more reasonable and robust results in the mediation effect of the value offering (VO) between the VP and the perceived value-in-use (PVI). This study is also the first to provide evidence on the mediation effect of the PVI between the VO and the CBP.

Given the increasing intensity of highly competitive markets, this study aims to evaluate the effect of salespeople's emotional regulation, adaptive selling and customer-oriented behavior on sales performance.

A research model was tested by using a sample of 288 respondents from the logistics industry in Taiwan. Structural equation modeling was used to examine the relationships between emotional regulation, adaptive selling, job resourcefulness, customer-oriented behavior and sales performance.

The results indicate that emotional regulation, adaptive selling and job resourcefulness can improve customer-oriented behavior, and that customer-oriented behavior and job resourcefulness can enhance sales performance. By highlighting the role of job resourcefulness, the authors find a positive moderating effect among these four dimensions.

The findings can help salespeople integrate customer-oriented behaviors into strategic changes to regulate their own emotions and those of others to productively address and resolve difficult business conditions. The theoretical and managerial implications of this work's contributions to international logistics are also discussed.

The successive waves of the Covid-19 SARS-II pandemic and the attendant lockdown imposed by the governments worldwide drove the economic activities to a halt. Offices and factories closed, production of goods and services declined and supply chains got severely disrupted. Many companies were embattled with the grim reality of shrinkage of aggregate demand, first due to supply shock and later due to loss of jobs and wages. Amidst all this, the handling and shipping of commodities became extremely complex. As the pandemic shifted consumer preference in favour of digital platforms, more and more fast-moving consumer goods (FMCG) companies were confronted with multiple strategies and choices of an appropriate distribution channel to ensure smooth delivery of raw materials and products. The present study aims to study this shift and its implications in the Indian context.

A mix-method approach, integrating quantitative and qualitative analysis, is employed to investigate the factors influencing the selection of distribution channels amongst general trade, modern trade, e-commerce and hyperlocal for FMCG companies in India. The first phase of the study uses exploratory factor analysis (EFA), followed by the application of analytical hierarchy process (AHP) approach in a fuzzy environment to realise the priority weights and ranking of the identified factors. Finally, sensitivity analysis is performed to confirm the robustness of the fuzzy analytical hierarchy process (FAHP) outcomes.

The study revealed that modern trade has emerged as the most favoured channel in the post-pandemic Indian economy. It has the potential to disrupt general trade. The study also revealed that the hyperlocal delivery model is not economically viable, and the partnership of FMCG companies with these applications is at best a short-term solution. However, it must be submitted that due to its sheer capability to ensure quick deliveries within a confined geographic area, hyperlocal delivery will gain momentum with the advancement of technology.

This study can be seen as the first attempt to investigate the issues related to the selection of the distribution channels in the FMCG sector of India using multi-criteria decision-making technique (MCDM).

Drawing on social exchange theory, this study aims to investigate the relation of customer sexual harassment (CSH) and customer-oriented organizational citizenship behaviors (customer-oriented OCB), as well as the mediation of customer–employee exchange (CEX) and the moderation of hostile attribution bias.

The hypotheses were examined through a field study performed in six hotels in three Chinese cities and an experimental study.

The results revealed that CSH undermined the quality of CEX, leading employees to withdraw from customer-oriented OCB. Additionally, the hostile attribution bias of service employees reinforced the direct relationship between CSH and CEX and its indirect relationship with customer-oriented OCB via CEX.

The findings suggest that hospitality organizations should endeavor to reduce the occurrence of CSH, and that by valuing and encouraging the development of high-quality CEX, they can mitigate its detrimental effects. Special attention should also be paid to hospitality employees holding strong hostile attribution bias.

First, to the best of the authors’ knowledge, this is one of the first studies to explore the influence of CSH on customer-oriented OCB among hotel employees. In addition, examining the effect of CSH from the social exchange perspective represents a new theoretical approach. The finding also contributes to the literature on CEX by identifying an important antecedent. Finally, by investigating hostile attribution bias as a moderator, this research provides insights into how individual differences moderate the destructive influence of CSH.

In the era of the service economy, the personalized needs of customers are increasing rapidly. It often occurs that front-line employees bend organizational rules to help customers. The study sought to explore the influence mechanism of servant leadership on specific dimensions of customer-oriented deviance from the manager’s perspective, examine the mediating role of psychological security, and the moderating role of error management climate in the process.

We conducted an online survey study in China from April 10 to 29, 2023. We use online survey questionnaire technique and random sampling method for data collection. The authors collected 385 questionnaires from China and tested the model by SPSS 26.0 and AMOS 24.0.

The results show that servant leadership significantly promotes employees' deviant customer-oriented behaviors, psychological security plays a mediating role between servant leadership and deviant customer-oriented behaviors, and error management climate has a positive moderating effect between servant leadership and deviant customer-oriented behaviors.

This study explores the influence mechanism of servant leadership on deviant customer-oriented behaviors. The results of this study not only enrich the theoretical research on the formation mechanism of deviant customer-oriented behaviors but also provide a reference for leaders to correctly view and effectively manage employees' deviant customer-oriented behaviors.

Although high-performance work systems (HPWS) have been shown to promote employees' proactive behavior, only a limited number of studies have examined this process. This study explores how HPWS promote proactive behavior through learning goal orientation (LGO) and customer-oriented behavior (COB).

A questionnaire survey was conducted with 279 healthcare workers in nursing homes. Structural equation modeling was conducted to test the hypotheses.

The results show that HPWS positively influenced proactive behavior through COB and that HPWS positively influenced proactive behavior through LGO and subsequently through COB. The findings indicate that COB is vital in linking HPWS to proactive behavior in healthcare service organizations.

The results suggest that HPWS provide job resources that enable health care workers to take initiatives to change their work environment through performance management, incentive systems and training programs. This study is the first to identify the mediating role of COB in linking HPWS to proactive behavior.

Team leaders play a vital role in achieving superior team performance. However, their role in implementing the organizational customer orientation strategy is not well understood. Drawing on social exchange theory, this study investigates how team leader customer orientation affects team customer orientation climate and team performance (i.e. customer satisfaction) as well as the moderating role of transformational leadership in such effect.

This study builds on survey data collected from matched team leaders, employees and customers nested in 81 service teams and employs hierarchical multiple regression analysis to test the hypotheses.

The findings indicate that team leader customer orientation increases team customer orientation climate, which leads to a higher level of customer satisfaction. Leaders' transformational leadership moderates the link between a leader customer orientation and team customer orientation climate in an unexpected way. When a team leader is transformational, the team customer orientation climate is enhanced, regardless of the level of team leader customer orientation. When a team leader's transformational leadership is low, the higher leader customer orientation is and the higher team customer orientation climate is.

This study contributes to the customer orientation, transformational leadership and service literature by unraveling team leaders' roles in boosting team customer orientation climate and team effectiveness.

This study aims to examine the scientific publications related to leadership research in hospitality from 2000 to 2021 by conducting a systematic review (qualitative) and to discuss implications for future research.

For the qualitative approach, the authors conduct an in-depth critique of major leadership theories using 167 articles indexed in the Web of Science Core Collection.

The findings show that transformational leadership, leader–member exchange and servant leadership are the most prominent leadership topics studied from 2000 to 2021, followed by abusive supervision, empowering leadership, ethical leadership and authentic leadership. A framework is presented highlighting the mediators, moderators, outcomes, sample and research designs used in each of these lines of leadership research. Moreover, 16 areas for further research are identified and discussed.

This review uncovers scholars’ general lack of regard for how the study of leadership might benefit from examining hospitality as a special and challenging context for leadership and business performance.

This study reviews and critically analyzes leadership research in hospitality using qualitative methods. Therefore, the authors believe this review is of great value to academics and practitioners because it synthesizes and analyzes the field and identifies important research opportunities.

This study aims to investigate the influential factors driving customer-oriented constructive deviance (COCD) within the context of the tourism and hospitality industry. Specifically, the authors explore the role of moral emotions as mediators and moral disengagement as a moderator.

In Study 1, the participant pool consisted of 259 frontline service employees hailing from a diverse selection of 54 four- and five-star hotels. Study 2 took an alternative approach, using a scenario-based experiment with 212 participants.

The results reported that organizational injustice toward customers is positively related to other-condemning emotions and leads to COCD. The results also reported that perceived customer citizenship behavior (CCB) positively relates to other-praising emotions, resulting in constructive deviance from customer-oriented. Moreover, these findings support moral emotions and moral disengagement interactions.

This paper shows that an organization’s injustice of external parties, such as customers, may provide important information that employees use to shape their moral emotions (e.g. other condemning emotions) and behavior toward the organization (e.g. COCD). Furthermore, this study confirms that perceived customer citizenship behavior contributes to COCD through other-praising emotions.

This research aims to profoundly investigate the post-COVID-19's opportunities for customer-centric green supply chain management (GSCM) and perceived customer resilience by studying the correlation between fear-uncertainty of COVID-19, customer-centric GSCM, and the perceived customers' resilience. Moreover, to examine how the perceived corporate social responsibility (CSR) activities moderates the relationship among the variables.

In this study partial least squares structural equation modeling (PLS-SEM) was adopted on a sample of 298 managers and customers in the Egyptian small and medium enterprises (SMEs) market for data analysis and hypotheses testing.

Preliminary results indicate that the fear-uncertainty of COVID-19 positively affects customer-centric GSCM. Also, external CSR moderates the association between fear-uncertainty towards COVID-19 and customer-centric GSCM. However, internal CSR does not moderate this relationship. Customer-centric GSCM has a significant positive impact on the perceived environmental and social resilience. However, it has an insignificant effect on the perceived financial resilience. Also, customer-centric GSCM has a significant mediation outcome on the relation between fear-uncertainty of COVID-19 and the perceived environmental and social resilience. However, this relation is insignificant regarding the perceived financial resilience.

Managers could develop a consistent strategy for applying CSR practices, providing clear information and focusing on their procedures to meet their customer needs during COVID-19. Governments and managers should develop a consistent strategy to apply customer-oriented green practices to achieve customers' resilience, especially during the pandemic.

Based on the “social-cognitive,” “stakeholder” and “consumer culture” theories, this study shed light on the optimistic side of the COVID-19 pandemic, as it also brings the concepts of social responsibility, resilience and green practices back into the light, which helps in solving customers' issues and help to achieve their resilience.