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This study aims to investigate quality of work life (QWL) as a partial mediator of the impact of psychological capital (PsyCap) on service recovery performance (SRP) and turnover intentions (TI).

Data were obtained from 288 frontline employees in ten five-star hotels with a one-month time lag in three waves in Busan, Korea. Structural equation modeling was used to assess the direct and mediating effects.

As expected, PsyCap heightens QWL and SRP, while it reduces propensity to leave the current organization. QWL partially mediates the association between PsyCap and the two critical outcomes.

Management of hotels should recognize the importance of PsyCap and assess candidates’ PsyCap during selection process. Using the PsyCap questionnaire, organizations can select candidates who possess positive personal resources. In addition, hotels may consider the assessment of frontline employees’ PsyCap to ascertain which employees can succeed in challenging situations. It is also important to create a healthy and happy environment where employees are willing to be more productive and contribute more to organizational performance.

The extant hospitality research is devoid of empirical evidence about the outcomes of PsyCap and QWL such as SRP.

This study aims to empirically test a research model investigating the effects of authentic leadership (AL) and transformational leadership (TL) on follower service innovation behavior (SIB) with follower psychological capital (PsyCap) as a partial mediator.

Using data from a sample of 336 full-time frontline employees across 15 five-star hotels in Seoul, South Korea, over a time lag of one month, hypothesized relationships were analyzed with structural equation modeling.

The results suggest that AL has a greater effect on follower PsyCap and SIB than TL. In examining the role of PsyCap as a partial mediator, the results support the hypotheses that AL and TL trigger follower SIB directly but at the same time boost follower PsyCap, thus enhancing follower SIB.

The greater impact of AL on follower PsyCap and SIB suggests that the practice of corporate human resource management should place an emphasis on AL traits in leadership development. This study offers a useful perspective on the development of follower PsyCap and SIB by linking leadership traits.

By discussing AL and TL together within a single research framework, the study extends organizational psychology research by linking TL and AL to two important organizational psychological and performance variables, and exploring their comparative effects.

The purpose of this paper is to investigate an integrative model that explores the influence of knowledge-sharing enablers (social capital (SC), including structural, relational, and cognitive SC) on knowledge-sharing (KS) processes (KS behaviors: knowledge collecting (KC) and knowledge donating (KD)) as well as a further superior KS outcome (organizational performance).

The survey was administered in 14 top tier five-star hotels in Seoul, Korea. Employees of the hotels participated in the survey; 486 surveys were used to investigate a research model and hypotheses using a path analysis.

The research confirmed the importance of SC in the context of KS from the resource-based view. The paper provides empirical evidence that structural, relational, and cognitive SC affected KC and KD, which in turn influenced organizational performance. Interestingly, whereas cognitive SC has the strongest effect on employees' KC, relational SC has the strongest effect on employees' KD. The impact of employees' KC on organizational performance appears to be stronger than that of KD.

The relationships among KS enablers, processes, and organizational performance may provide a clue regarding how hotels can promote KS culture, which focuses on the social dynamics derived from interpersonal and group relationships to boost their performance by increasing employees' willingness to collect knowledge from and donate knowledge to colleagues.

This study explores the under-researched subject of SC with regard to KS and their roles in promoting organizational performance within a hospitality industry context. The study is among the first to examine SC as an organizational resource, two distinctive types of KS behaviors as an organizational capability, and organizational performance from both an integrative (KS enablers-processes-outcomes framework) and resource-based view of the firm's perspective simultaneously. Especially, this study identifies the specific mechanism of two distinctive types of employees' KS behaviors, such as KC and KD, between SC factors and organizational performance.

The study aimed to test the antecedents and consequences of emotional labor (EL) acting strategies in the hotel industry. More specifically, the purpose of this study was to examine the impacts of emotional intelligence (EI) on the relationships among EL acting strategies, emotional exhaustion (EE) and service recovery performance (SRP).

The survey was administered in five‐star hotels in Korea. Frontline employees of the hotels participated in the survey and a total of 353 returned questionnaires were used for data analysis.

The research confirmed the importance of EI in the context of EL. The paper provided empirical evidence that EI affected the EL acting strategies and their consequential behavioral outcomes.

The study suggests that hospitality managers must find ways to elevate employees' EI level. Performance management processes should incorporate identification and positive reinforcement of EL acting strategies that enhance SRP and customer satisfaction.

This study explored the under‐researched subject of EL and its role within a hospitality industry context. The study is among the first to examine EI as an emotional resource, EL acting strategies, EE and SRP as a form of job‐related performance simultaneously.

The purpose of this study is to develop and test an integrative model that explores the structural relationships among perceived justice, service recovery satisfaction, post‐recovery customer relationships, and post‐recovery customer partnerships.

The self‐administered survey was distributed to restaurant customers who had experienced service recovery in the previous six months. Path analysis was performed to estimate the research model and to test the research hypotheses.

The study findings advance the understanding of the beneficial effects of effective service recovery on long‐term relationships and on partnership building with the customers.

This study examines post‐recovery customer relationships and post‐recovery customer partnerships as outcome variables of service recovery satisfaction. Future research should be followed to deepen the understanding of the two consequence variables in different contexts of the hospitality industry.

The proposed model may help restaurant service providers to understand many facets of the service recovery process by identifying the range of recovery strategies.

The proposed model extends the conventional justice‐based model and provides a starting point for investigating the structural relationships among the variables from a holistic perspective. Such information may offer richer insights into the structure, processes, and outcomes of service recovery satisfaction.

Building on the attitude–behavior relationship model, this study aims to contribute to customer orientation literature by suggesting that service employees’ commitment (i.e. personal attitude) affects their customer orientation via the effect of their participation in knowledge sharing with colleagues (i.e. employees’ behavior).

The empirical analysis has been developed around survey data, collected from 165 service workers of Italian museums. The hypotheses are tested through the SPSS PROCESS macro plugin.

Drawing on the importance of human capital to tourism organizations, this study illustrates that affective commitment has a positive and significant influence on employees’ customer orientation, and that this relationship is fully mediated by knowledge-sharing behaviors.

As attitudes are more stable than behaviors, the findings suggest that managers of tourism organizations implement appropriate selection and recruitment techniques, together with adequate involvement and empowerment activities, to identify and support individuals whose attitudes fit the organizational goals.

Acknowledging the contribution that workers can give to service organizations’ success, this paper enriches the understanding of the mechanisms that underlie the relationship between employees’ attitudes and their orientation toward the customer. Building on the cognitive dissonance theory, it adds to extant research on the individual antecedents of employees’ customer orientation by shedding light on the attitude–behavior relationship in tourism organizations.

This paper aims to empirically test individual, team and multi-level relationships among knowledge sharing (KS), leader–member exchange (LMX), employee creativity (EC) and team innovation (TI). The study tests how KS affects EC via LMX at lower and multi levels. At a higher level, how creativity affects TI is also tested.

Questionnaires were sent to 43 team leaders and 215 team members from the largest theme park in Taiwan, E-DA, who are engaged in offering creative and innovative customer services. Multilevel analysis was conducted based on the questionnaires received.

Major findings agree the contention that KS can improve EC via LMX at both employee and multi-level. The results also indicate that KS affects team creativity (TC) at the team level; however, TC and TI do not have a significant positive relationship.

The study examined how to enhance employees’ creativity from the individual and team levels in a theme park, an area with rare literature. The authors found that LMX is an important mediator between KS and EC. The mediated effect of KS on EC through LMX is higher in a cross level than individual level. In addition, a team’s KS has more effect on EC than the individual level.