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The purpose of this paper is to investigate the role of empowering leadership in intraorganizational knowledge management practices and to reveal how followers' acceptance and use of the hotel management system affect this role.

A serial multiple mediation model was evaluated and tested using partial least squares structural equation modeling (PLS-SEM). The database was created from the results of a structured questionnaire obtained from 401 employees working in hotels in Turkey.

The findings of the study reveal that empowering leadership has a significant effect on followers' knowledge creation, sharing and application. It was also found that the acceptance and use of the hotel management system were partially complementary to the impact of empowering leadership on followers' knowledge management practices.

This paper gives an insight into the empowering leader's role in gathering useful knowledge, which is self-managed within the organization, by encouraging, motivating, providing autonomous and supportive conditions and making it beneficial and easier for their followers to adapt to the organization's technologies.

The efficient management of knowledge in organizations through the use of technology is possible by distributing power to subordinates through expanding the theory of knowledge management, leadership and the acceptance and use of technology. Furthermore, this study contributes to the literature by establishing the theoretical foundation of the relationship between empowering leadership and knowledge management practices based on Dalkir's knowledge management model and by discussing the mediating effect of the core variables of the UTAUT model.

The all-inclusive system comprises a large share of supply and demand in the worldwide tourism market. All-inclusive system investments occupy a large place in the Mediterranean coastline, especially in Turkey. The risk that may arise for hotels operating with the all-inclusive system will affect the whole market in terms of supply and demand. The aim of this study is to determine the perceptions of the managers regarding the changes that may occur in demand and supply in the all-inclusive system after the COVID-19 pandemic and their consequences without disturbing the cost balance in an all-inclusive system.

The research was conducted by using an online interview method with a semi-structured interview form that includes questions on the effects of COVID-19 on all-inclusive systems. Obtained data were analyzed by using content analysis methods.

The findings suggest that COVID-19 directly or indirectly influences visitor expectations and behavior, use of physical space and services provided in all-inclusive system within the technology, hygiene and cost cycle. Because of the effect of COVID-19, there have been important alterations in the use of physical space and service contents. Related changes brought about the pressure to reduce costs. Ensuring the managerial balance for these costs, which cannot be subsidized with direct prices, will provide priority with regard to both competitive advantages and managing the risk perception.

There are limited studies on all-inclusive systems and operations. Additionally, there is a lack of studies based on managers’ perceptions of the future of all-inclusive. This study contributes toward a better understanding of perceptions about the future of high-demand all-inclusive systems within the effect of COVID-19 through the eyes of hotel managers. This study differs from existing literature by attempting to determine new ways to enrich service contents for risk management without changing cost structure and revealing strategies for effective sustainability of all-inclusive systems.

全包式系统在全球旅游市场的供需中占有很大份额。全包式系统投资在地中海海岸线, 尤其是在土耳其占据很大的位置。以全包制运营的酒店可能出现的风险将影响整个旅游市场的供求关系。本研究的目的是确定管理人员对 COVID-19 大流行后全包系统的供需变化, 以及在不干扰全包系统中的成本平衡的前提下对其后果的看法。

该研究是通过使用在线访谈方法和半结构化访谈形式进行的, 其中包括关于 COVID-19 对全包系统的影响的问题。使用内容分析方法对获得的数据进行分析。

结果显示了 COVID-19 对游客期望和行为、全包式系统设施中物理空间的使用以及全包式系统提供的在技术、卫生和成本周期内预测的在全包系统设施中提供的服务内容。由于 COVID-19 的影响, 物理空间的使用和服务内容发生了重要变化。相关变化带来了降低成本的压力。确保这些成本无法通过直接价格补贴的管理平衡会为竞争优势和管理风险认知提供优先权。

目前对全包系统和运营的研究比较有限。此外, 已有文献缺乏基于管理者角度对全包式未来的看法的研究。本研究通过酒店经理的视角能更好地理解在 COVID-19 影响下对高需求全包系统的未来的看法。本研究与现有文献的不同之处在于, 试图确定在不改变成本结构的情况下丰富风险管理服务内容的新方法, 并揭示全包系统有效可持续性的策略。

COVID-19, 全包系统, 技术, 卫生, 成本

文章类型： 研究型论文

This paper aims to examine the effects of perceived external prestige (PEP) on deviant workplace behavior (DWB) and the mediating role of job satisfaction (JS).

The relationship was tested via hierarchical regression analyses. The study used data drawn from 401 employees of five-star hotels located in the Turkish cities of Ankara and Antalya.

The study findings suggest that there is a negative correlation between JS and organizational deviant work behaviors. Employees’ satisfaction leads to workplace harmony and brings employees closer to the purpose of the organization. Additionally, the study shows that positive PEP reflects positively on JS and vice versa. JS plays a mediating role between PEP and DWB.

The first limitation of the study is that the sample involves a specific area and, therefore, may not be generalizable. Additionally, the study contains only five-star hotels. Therefore, future researchers could replicate the findings with a heterogeneous population sample comprising employees of various hotels’ levels.

The external reputation of an organization (image) is an important subject for researchers, as it fosters organizational members’ JS, and higher PEP decreases members’ deviant work behavior. This empirical study focuses on hospitality employees because this group has not received attention from researchers, despite their importance as the top contributors to the high-level service industry.

Businesses have a vast interaction and communication network within economic, sectoral, legal, and cyber systems. This business network shapes their relationships with other businesses which are their stakeholders. Advances and innovations in the digital world are utilized as a tool of conflict for excessive and unfair competition, market penetration, internationalization, sustainability, or having a strategic edge over rivals. Concepts popularized by the pandemic such as virtualization, virtual markets, social media, virtual advertising, and other cyber/digital factors have accelerated and intensified competition between businesses. Within this process, businesses experience intense conflicts stemming from such competition. This would impact businesses' strategies aimed at conflict in the postpandemic period. After the pandemic, businesses can implement strategies of cooperation, show of force, compromise, avoidance, and problem-solving in conflicts. Businesses can also adopt increasing performance and productivity, resolving problems as quickly as possible, developing mutual relationships with other businesses and establishing an environment of trust as principles in a conflict.