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1 – 10 of 183Hong Zhu, Yijiao Ye, Mingjian Zhou and Yaoqi Li
Drawing on social exchange theory, this study aims to investigate the relation of customer sexual harassment (CSH) and customer-oriented organizational citizenship behaviors …
Abstract
Purpose
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.
Design/methodology/approach
The hypotheses were examined through a field study performed in six hotels in three Chinese cities and an experimental study.
Findings
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.
Practical implications
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.
Originality/value
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.
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Tuan Luu, Le Viet, Eryadi Masli and Diana Rajendran
The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational…
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.
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The paper aimed (1) to examine the mediating effects of procedural justice perception and trust in leaders between servant leadership and customer-oriented organizational…
Abstract
Purpose
The paper aimed (1) to examine the mediating effects of procedural justice perception and trust in leaders between servant leadership and customer-oriented organizational citizenship behavior and (2) to investigate the relationships between procedural justice perception and trust in leaders in the context of Chinese hotel industry.
Design/methodology/approach
The paper opted for a quantitative study using online survey to collect data. Data screening was carried out to ensure all the data met the underlying statistical assumptions. This paper adopted structural equation modeling (SEM) to test the hypotheses.
Findings
The paper found that procedural justice perception and trust in leaders have a full mediating effect on the relationship between servant leadership and customer-oriented organizational citizenship behavior. Procedural justice perception was positively associated with trust in leaders.
Originality/value
The paper provided a framework to enhance the theoretical understanding of interconnectedness of servant-leadership-related variables. It filled a theoretical gap by proposing an integrative model that examined the relationships among the variables of interest.
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The purpose of this paper is to explore the usefulness and to highlight the nature of inter‐relationship(s) between service climate and job involvement in impacting…
Abstract
Purpose
The purpose of this paper is to explore the usefulness and to highlight the nature of inter‐relationship(s) between service climate and job involvement in impacting customer‐focused organizational citizenship behaviors of frontline employees in a diverse cultural context, at the crossroads of East and West.
Design/methodology/approach
Building on organizational citizenship behavior literature, the present study in the paper involved customer‐contact personnel employed in five service industries in a Greek mid‐sized town. Questionnaires were administered in person by the researcher during regularly scheduled meetings on company premises. A total of 269 individuals were invited to participate in the study. Participation was voluntary. The response rate was 74 percent. Confirmatory factor analysis (CFA), reliability‐, correlation‐ path‐ and hierarchical regression analyses were conducted to test research hypotheses.
Findings
The findings in this paper indicate that the concept of customer‐oriented organizational citizenship behavior (CO‐OCB) is a useful construct in the Greek context. Both direct and indirect influences and interactive effects were identified. Indeed, results indicate that the relationship between job involvement and service climate in impacting CO‐OCBs is complex (moderated mediation or mediated moderation?), warranting further investigation.
Research limitations/implications
The findings in the paper are limited by the sampling method and the specificity of the geographic context. It would be of interest to enhance the theoretical model by incorporating more individual, task, organizational and contextual variables.
Practical implications
The study in this paper demonstrates the important effects of service climate and job involvement on frontline employees' customer‐oriented organizational citizenship behaviors in Greek service organizations. Service managers should benefit from noting the links and the likely favorable outcomes for customers, employees and their organizations.
Originality/value
The paper provides empirical evidence of the applicability of the CO‐OCB construct in Greek service contexts and illuminates the complex nature of inter‐relationships between organizational climate for service and job involvement in predicting customer‐oriented organizational citizenship behaviors, expanding the OCB literature.
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Priyanko Guchait, Taylor Peyton, Juan M. Madera, Huy Gip and Arturo Molina-Collado
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
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Ji “Miracle” Qi, Sijun Wang and Michael A. Koerber, Jr
Drawing from the social exchange theory, the job demands-resources theory and the employee–organization relationship framework, this article aims to investigate underlying…
Abstract
Purpose
Drawing from the social exchange theory, the job demands-resources theory and the employee–organization relationship framework, this article aims to investigate underlying mechanisms through which organizational resources impact frontline service employees’ (FLEs) core service performance and customer-oriented organizational citizenship behavior (OCB).
Design/methodology/approach
An empirical study was conducted based on a multi-source data from 211 employee–customer pairs, with structural equation modeling used to test hypotheses.
Findings
FLE felt gratitude toward the firm fully mediates the impacts of supervisory guidance and employee-oriented relationship investment in influencing employees’ service performance and customer-oriented OCB. The study further finds that when the perceived job autonomy is low, providing supervisory guidance is more effective in eliciting employee gratitude than employee-oriented relationship investments. In contrast, when the perceived job autonomy is high, employee-oriented relationship investment elicits higher employee gratitude than supervisory guidance.
Research limitations/implications
First, as cross-sectional pair data were used to test the proposed hypotheses, a stronger case might be made for the use of longitudinal data. Second, the current study uses a large variety of industries to study the phenomenon of employee gratitude and customer-oriented performance. Third, given recent globalization trends, it is increasingly important for researchers to address how the knowledge gained within an US context is applicable on a global scale. Finally, the two types of organizational resources included in the study are both positive resources.
Practical implications
The findings offer insights about how firms can strategically invest organizational resources to favorably influence FLE gratitude and customer outcomes as well as how job autonomy plays a role in leveraging the impacts of those resources.
Originality/value
This study is one of the few to advance our understanding of how FLE felt gratitude serves as an intervening mechanism through which functional and social resources invested by service organizations lead to desirable customer outcomes. In addition, this study explores the moderating role of FLE perceived job autonomy, suggesting the contingent nature of organizational resources in affecting customer-oriented FLE behaviors, which was rarely attended in previous research.
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The purpose of this paper is to develop and validate an instrument intended to measure servant leadership behavior in the Chinese hospitality industry.
Abstract
Purpose
The purpose of this paper is to develop and validate an instrument intended to measure servant leadership behavior in the Chinese hospitality industry.
Design/methodology/approach
After reviewing the literature, a scale of nine dimensions with 81 items was generated and then subjected to exploratory factor analysis (EFA) using a sample of 600 participants from a polytechnic college and hospitality industry, resulting in 6-factor-33-item solution. The derived measure was then shortened to 24 items by using item response theory (IRT). Drawing on the data from 440 respondents in the hospitality industry, this 6-factor-24 item measure was subsequently validated with confirmatory factor analysis (CFA) and the test of construct validity.
Findings
Difference in factors has been found between this instrument and western-developed scales. This study resulted in 6-dimension-24-items scale. These dimensions were named integrity, self-sacrifice, building community, empowering people, emotional healing and visioning. This servant leadership scale was demonstrated to have good internal consistency reliability and strong construct validity.
Originality/value
This is the first study that used IRT as a statistic tool to shorten a servant leadership scale and also this study provided additional support to cultural psychology theory.
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Chang-Hua Yen, Tien-Cheng Han and Yi-Shih Wen
Among different leadership styles, scant hospitality researchers have studied the link between authentic leadership and organizational citizenship behaviors (OCBs). This article…
Abstract
Purpose
Among different leadership styles, scant hospitality researchers have studied the link between authentic leadership and organizational citizenship behaviors (OCBs). This article examined the associations among authentic leadership, job passion, and OCBs and examined the mediation effect of job passion.
Design/methodology/approach
Questionnaires were distributed to 314 Taiwan's hotel employees. Structural equation modeling was performed to examine the hypotheses of this study.
Findings
The results indicated that authentic leadership positively affects harmonious and obsessive passion and that harmonious passion positively affects OCBs directed to individuals (OCBI) and OCBs directed to the organization (OCBO), whereas obsessive passion positively affects OCBI. Furthermore, harmonious passion mediates the linkage between authentic leadership and OCBs (both OCBI and OCBO), whereas obsessive passion only mediates the linkage between authentic leadership and OCBI.
Practical implications
Training programs for hotel managers should incorporate courses on authentic leadership to strengthen managers' skills. Succession plans for managers should prioritize the promotion and retention of candidates with authentic leadership traits. Furthermore, managers should use authentic leadership to create a transparent employee incentive system and career development plans, thereby creating a workplace with fair rewards and opportunities for promotion.
Originality/value
The major contribution is that it expands the knowledge of hospitality leadership and determines the linkages among authentic leadership, job passion, and OCBs. Furthermore, job passion was revealed as a mediator in the authentic leadership–OCB association.
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Su-Fen Chiu, Shih-Tse Lin and Tzu-Shian Han
The purpose of this paper is to examine the effect of employment status on service-oriented organizational citizenship behavior (OCB) of customer contact employees. The authors…
Abstract
Purpose
The purpose of this paper is to examine the effect of employment status on service-oriented organizational citizenship behavior (OCB) of customer contact employees. The authors also investigate the mediating roles of internal mobility opportunity and job insecurity in the relationship between employment status and service-oriented OCB.
Design/methodology/approach
A survey methodology was used and data were collected from a dyad-sample of 270 employees and their supervisors of one retail and one banking companies in Taiwan. Product-of-coefficients approach and bootstrapping were used to test the multiple mediating model.
Findings
The results demonstrate that temporary employment related negatively to service-oriented OCB. Moreover, both internal mobility opportunity and job insecurity mediated the employment status – service-oriented OCB linkage.
Research limitations/implications
This study has three limitations. First, this study examined only fixed-term direct-hire temporary employees. Future research should explore voluntary job behaviors of different categories of temporary employment to confirm the results of the present study. Second, this study examined internal mobility opportunity and job insecurity as two mediators. Other alternative avenues may exist by which employment status may lead to service-oriented OCB. Future research may explore additional possible mediators. Finally, the participants of this study were selected by the human resource departments of the participating companies. This option could have introduced selection bias in this study.
Practical implications
This study suggests that management should be aware of why temporary customer contact employees have lower levels of service-oriented OCB. As service-oriented OCB may be vital for organizational success in the service context, management must consider the benefits and costs when hiring temporary employees. Moreover, management can motivate temporary employees to display higher service-oriented OCB by shaping their expectations of internal mobility possibilities, or reducing temporary employees’ perception of job insecurity to enhance their service-oriented OCB.
Originality/value
This study makes two contributions. First, this study extends the effect of employment status in the OCB literature by investigating the relationship between employment status and service-oriented OCB for customer contact employees. The results of the present study lend support for the partial exclusion theory to predict that socially excluded group (i.e. temporary employees) tends to be less engaged in service-oriented OCB. Second, this study contributes to the literature by investigating two important links (i.e. internal mobility opportunity and job insecurity) to explain why temporary employment may lead to lower service-oriented OCB.
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Bilal Ahmad, Jingbo Yuan, Naeem Akhtar and Abdul Waheed
This research explores the determinants and consequences of salesperson polychronicity in a business-to-business (B2B) sales environment. Additionally, the study examined the link…
Abstract
Purpose
This research explores the determinants and consequences of salesperson polychronicity in a business-to-business (B2B) sales environment. Additionally, the study examined the link between the antecedents and consequences of salesperson polychronicity using resistance to change (RC) and manager trust in salesperson (MT) as moderators.
Design/methodology/approach
A conceptual framework was developed by testing eight hypotheses based on data collected from 378 salesperson-manager dyads.
Findings
The authors find that opening leader behavior is positively associated with salesperson polychronicity, while closing leader behavior negatively influences salesperson polychronicity. In addition, salesperson polychronicity positively affects service recovery performance and customer-directed organizational citizen behaviors (OCB). Finally, the RC and MT significantly and positively moderate the linkage between the antecedents and consequences of salesperson polychronicity.
Originality/value
This study is original because this is the first study to address polychronicity as an individual trait in a B2B environment where multitasking behavior is of paramount importance.
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