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Open Access
Article
Publication date: 10 June 2022

David M. Herold, C. Keith Harrison and Scott J. Bukstein

A perceived misalignment between socially responsible fans and football club management has recently led to a major crisis during the annual meeting in 2021 of Bayern Munich, one…

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Abstract

Purpose

A perceived misalignment between socially responsible fans and football club management has recently led to a major crisis during the annual meeting in 2021 of Bayern Munich, one of the largest professional football teams in Europe. In an unprecedented scenario, Bayern Munich fans demanded that management drop one of its largest sponsors due to alleged violation of human rights. The goal of this paper is to examine this particular phenomenon, as it not only demonstrates a discrepancy between the social organizational identity and its image, but more importantly, how it impacts legitimation strategies and the fans' loyalty attitudes towards the club.

Design/methodology/approach

Using the underlying concepts of legitimacy and loyalty, this conceptual model paper proposes two frameworks for social responsibility in professional football clubs: (1) analyzing how the (mis-)alignment between organizational identity and image impacts fan loyalty and (2) depicting four different types of social responsibility strategies to align organizational identity and image.

Findings

The authors identify various theoretical concepts that influence organizational identity and image in and for social responsibility and combine the two critical concepts of legitimacy and loyalty to categorize the social responsibility strategies for professional football clubs.

Originality/value

Both frameworks advance the understanding of the decision-making behind social responsibility strategies and also synthesize the current literature to offer conceptual clarity regarding the varied implications and outcomes linked to the misalignment between organizational identity and image.

Details

International Journal of Sports Marketing and Sponsorship, vol. 24 no. 1
Type: Research Article
ISSN: 1464-6668

Keywords

Article
Publication date: 19 February 2020

Kristyn A. Scott and David Zweig

Adopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.

Abstract

Purpose

Adopting a social exchange framework, this article examines the relationship between organizational cynicism and leader–member exchange (LMX) using two different methodologies.

Design/methodology/approach

Study 1 utilizes a longitudinal panel design (N = 291) to examine the reciprocal relationships between organizational cynicism and LMX over time. Study 2 (N = 348) positions loyalty as a possible mechanism through which organizational cynicism might impair LMX.

Findings

Study 1 provides evidence for the existence of some reciprocity in the relationships between organizational cynicism and LMX; however, organizational cynicism appears to be a stronger predictor of LMX than the obverse. The results of Study 2 suggest that cynical employees are less loyal to their supervisors, and this cynicism can interfere with the reciprocity process inherent in the creation and maintenance of high-quality social exchanges at work.

Originality/value

This is the first study to examine the relations between organizational cynicism and LMX in a longitudinal design. Additionally, the inclusion of loyalty and demonstration that organizational cynicism impacts loyalty to supervisors negatively represents a novel direction in organizational cynicism research.

Details

Personnel Review, vol. 49 no. 8
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 29 November 2021

Yong-Ki Lee, Paresha N. Sinha, Soon-Ho Kim, Eric Melvin Swanson, Jae-Jang Yang and Eun-Jung Kim

Hotels conducting international business are acknowledging the importance of an expatriate general manager (GM), to increase the effectiveness of their knowledge management system…

Abstract

Purpose

Hotels conducting international business are acknowledging the importance of an expatriate general manager (GM), to increase the effectiveness of their knowledge management system through the sharing of knowledge between expatriates and local employees. In the aspect of comparative leadership studies, this study attempts to compare and analyze the effects of knowledge sharing (KS) efforts, which are competencies of expatriate GMs and local GMs, on employee trust, organizational KS and employee loyalty.

Design/methodology/approach

Data were collected from employees of 7 hotels managed by expatriate GMs among 16 franchising luxury (5-star) hotels, and from employees of 6 hotels operated by local GMs among 9 local luxury hotels located in Korea. Structural equation modeling method using SmartPLS 3.3.3 was used to analyze the data.

Findings

Expatriate GM’s two-way KS influences affective trust but does not influence cognitive trust. Affective trust influences cognitive and organizational KS but does not influence employee loyalty. Cognitive trust does not influence organizational KS but influences employee loyalty. Finally, organizational KS significantly affects employee loyalty. In addition, in the analysis comparing the estimates between expatriate and local GM group, significant differences in groups were found for the impact of GM’s two-way KS on cognitive trust, for the impact of affective trust on organizational KS, for the impact of affective trust on employee loyalty and for the impact of cognitive trust on organizational KS.

Practical implications

This study shows that knowledge management designs need to consider different effects of expatriate GMs’ and local GMs’ capabilities on employee attitudes and behavior considering cultural impacts. Expatriate GMs will greatly benefit their effort for KS by assuring employees that they are attentive to their needs, interests and problems.

Originality/value

This study not only contributes to the existing social capital theory but also provides managerial implications for human resources management in the hospitality field through a comparative study of KS efforts of expatriate and local GMs.

Details

International Journal of Emerging Markets, vol. 18 no. 10
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 4 March 2020

Khojasteh Rahimpour, Hadi Shirouyehzad, Milad Asadpour and Mehdi Karbasian

The purpose of this study is to propose a model to evaluate the performance of organizational units considering intellectual capital (IC) and employee loyalty approach applying…

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Abstract

Purpose

The purpose of this study is to propose a model to evaluate the performance of organizational units considering intellectual capital (IC) and employee loyalty approach applying principal component analysis and data envelopment analysis (PCA-DEA) method.

Design/methodology/approach

Organization units are considered as decision-making units, IC components including human capital (HC), structural capital (SC) and customer capital are inputs and employee loyalty is output. The principal component analysis was used to converts inputs and outputs into the independent variables. As a return to scale is variable, a modified envelopment input-oriented BCC model applied to obtain the efficiency of organization units. Also, all units of organization are ranked. Eventually, sensitivity analysis performed to show how input variables influence on output variable.

Findings

Operation, design and construction, production planning, internal affairs, quality control and security were recognized as efficient units. Also, units of operation, internal affairs and quality control ranked first to third, and the human resource unit earned the last rank. In addition, results of sensitivity analysis on input variables showed that the order of impact intensity is: customer capital, HC and SC, respectively.

Originality/value

Existence a framework for the development of human resource strategies and prioritization in the allocation of organizational resources to improve the performance of the organization considering human resources is vital. Most of the previous studies, just have examined the impact of IC on different dimensions of organizational performance. Meanwhile, evaluating the performance of IC with employee loyalty approach, using PCA-DEA simultaneously can evaluate and measure the impact of IC on the performance of the organization and its units regarding employee loyalty, which has a significant impact on improving the organization’s level of IC and human resource management.

Details

Journal of Modelling in Management, vol. 15 no. 4
Type: Research Article
ISSN: 1746-5664

Keywords

Article
Publication date: 25 October 2018

Jerónimo García-Fernández, Silvia Martelo-Landroguez, Luisa Vélez-Colon and Gabriel Cepeda-Carrión

This study aims to analyze the impact and predictive capacity of organizational culture on both customer loyalty and organizational performance in health clubs using data from…

1385

Abstract

Purpose

This study aims to analyze the impact and predictive capacity of organizational culture on both customer loyalty and organizational performance in health clubs using data from managers and customers of health clubs in Spain.

Design/methodology/approach

A total of 101 managers were asked to measure organizational culture and organizational performance and 2,931 customers were asked to indicate their customer loyalty. The proposed hypotheses were tested and their predictability assessed through PLS-SEM. A composite concept was adopted to analyze the relationships between the different constructs and their indicators.

Findings

The findings suggest that organizational culture has a positive relationship with both customer loyalty and organizational performance. The four main dimensions of organizational culture that influence this relationship are, in order of significance, organizational presence, formalization, atmosphere and service-equipment. The authors’ model has a very good predictive power for both dependent variables.

Originality/value

Customer loyalty is an aspect of health clubs that can be improved. This study highlights the importance of creating a strong organizational culture in health clubs, as it enhances and predicts customer loyalty and organizational performance. Its predictability has already been tested with samples of managers and customers, with the analysis being performed from the perspective of the organization’s management and customer perceptions. This study also contributes to the field of sport management, using a predictive PLS-SEM technique.

研究目的

本论文旨在分析组织文化对于健身俱乐部客户忠诚度和组织绩效的影响力和推导力,以西班牙健身俱乐部经理和客人为研究样本。

研究设计/方法/途径

共有 101 名健身俱乐部经理和 2,931 名客人构成本论文研究样本,分别采集了经理们对于组织文化的态度和健身俱乐部客人们对于客户忠诚度的态度。本论文采用偏最小二乘回归(PLS-SEM)验证假设。本论文借用一个综合概念以分析不同结构和其自变量的关系。

研究结果

组织文化对客户忠诚度和组织绩效有积极促进作用。组织文化的四大维度包括,以影响力排序,组织存在、正规化、氛围、和服务-设备等。本论文模型对于客户忠诚度和组织绩效有很好的推导力。

研究原创性/价值

客户忠诚度是值得健身俱乐部加强的。本论文强调了健身俱乐部中组织文化的重要性,这是因为它增强和促进客户忠诚度和组织绩效。其促进和推导力已经由本论文借用经理和客人的样本,从组织管理者和客户两方面角度,实际验证。本论文采用推导性PLS-SEM方法,还对体育管理领域有着贡献。

关键词

组织文化,推导力,绩效,健身行业,健身俱乐部,PLS-SEM

Details

Journal of Hospitality and Tourism Technology, vol. 9 no. 3
Type: Research Article
ISSN: 1757-9880

Keywords

Article
Publication date: 22 March 2013

Hemang Jauhari and Shailendra Singh

This paper aims to explore the impact of a company's diversity strategy on employees’ attitudes and behaviors at the workplace. Specifically, the paper seeks to test the…

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Abstract

Purpose

This paper aims to explore the impact of a company's diversity strategy on employees’ attitudes and behaviors at the workplace. Specifically, the paper seeks to test the relationship between perceived diversity climate and employee's organizational loyalty with mediating role of perceived organizational support.

Design/methodology/approach

The paper is based on survey based empirical research. Measurements of predictor and criterion variables were temporally separated and the hypothesized relationships were investigated by using a structural equation modelling approach.

Findings

The findings show that perceived organizational support mediates the positive relationship between perceived diversity climate and employee's organizational loyalty, after controlling for the demographic factors.

Research limitations/implications

This paper relies on self‐report surveys for data collection from a single organization. Future studies should consider multiple organizations for generalizability and collect data through multiple methods to avoid common‐method bias.

Practical implications

The paper suggests that management should adopt a strategic approach to diversity management for building employees’ organizational loyalty, which will help them counter talent attraction and retention problems.

Originality/value

This study contributes to the diversity management literature by investigating how the company's diversity strategy influences employees’ attitudes and behaviors at the workplace.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 32 no. 3
Type: Research Article
ISSN: 2040-7149

Keywords

Article
Publication date: 1 June 2015

Daria C. Crawley, Jill K. Maher and Stacy Blake-Beard

This study aims to examine women’s organizational citizenship behaviors (OCBs) or the voluntary, discretionary behaviors employees perform that are not linked to their reward…

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Abstract

Purpose

This study aims to examine women’s organizational citizenship behaviors (OCBs) or the voluntary, discretionary behaviors employees perform that are not linked to their reward system but benefit organizations. Specifically, it investigates several attitudinal and organizational antecedents relative to two sub-dimensions of OCB: organizational loyalty and helping behaviors.

Design/methodology/approach

Alumnae (n = 160) responded to an e-mail survey regarding their self-reported OCBs, job satisfaction, work engagement and several demographic and organizational variables.

Findings

In this fiscal climate, organizations are challenged with fostering an environment encouraging employees to go beyond job requirements. Findings here suggest that married women who are engaged in work have the highest propensity to do this by engaging in these non-compensated, non-mandated behaviors. However, importantly, differences were found between organizational loyalty citizenship and helping behaviors. An inverse relationship was also found between job tenure and helping behaviors: an interesting result.

Research limitations/implications

An important implication of the research is the dissection and examination of two sub-dimensions of OCB (i.e. organizational loyalty and helping), providing a better understanding of the dimensionality of the phenomenon and how they relate to job satisfaction and work engagement for a significant segment of the American workforce: women.

Originality/value

This study examines the dimensionality of OCB (as called for by previous research) and establishes that not all OCBs can be treated equally, as antecedents vary in their predictability of OCB engagement. Further, this research investigates the relationship between individual job satisfaction components (pay, recognition and supervision) and OCBs to help clarify conflicting findings between OCB and this key workplace attitude.

Details

Gender in Management: An International Journal, vol. 30 no. 4
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 13 February 2024

Elena Sinitsyna, Amitabh Anand and Miklós Stocker

This paper aims to propose various theoretical lenses to explore the relationship between internal communication (IC) and its impact on employee loyalty.

Abstract

Purpose

This paper aims to propose various theoretical lenses to explore the relationship between internal communication (IC) and its impact on employee loyalty.

Design/methodology/approach

A systematic review followed by a synthesis of the literature is adopted after identifying articles from various databases such as Scopus, Google Scholar and EBSCO and found that employee loyalty remains a significant gap in organisational IC research. The review will bring greater attention and focus for scholars to check how IC can help increase employee loyalty using the proposed theories – more so for IC in the Asia-Pacific.

Findings

The findings from this paper explicitly highlight that both individual/managerial theories (social cognitive, social identity, social exchange, expectancy and socio-analytic theories) and organisational theories (network, resource-based view and sensemaking theories) are close and relevant to study the IC and employee loyalty.

Originality/value

The value of this review is to move forward the debate on how IC can significantly contribute to developing employee outcomes (loyalty), how it can further enhance employee performance and commitment and what theories better explain this relationship. This review will inspire and inform future scholars to explore IC’s role in employee loyalty in the Asia-Pacific context.

Details

Journal of Asia Business Studies, vol. 18 no. 2
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 12 August 2019

Rishipal

The purpose of this study is to identify the characteristics of employee loyalty and counter-productive work behaviour (CWB) among employees working in the Indian hospitality…

Abstract

Purpose

The purpose of this study is to identify the characteristics of employee loyalty and counter-productive work behaviour (CWB) among employees working in the Indian hospitality sector. The study also compared the status of employee loyalty among managers, who exhibit either very high and or very low traits of CWB. The study also examined the factors responsible for the high tendency of employee loyalty and for that of CWB.

Design/methodology/approach

Primary data were collected by using questionnaire and interview methods from employees and managers working in hotels situated in the National Capital Region (NCR), Delhi, India. A sample of total 220 junior and middle level managers and other employees was taken and a selected sample was tested for tendencies of employee loyalty and CWB and analyzed to interpret the findings.

Findings

The findings reveal that the tendency of employee loyalty among managers in the hospitality sector was high, whereas the status of CWB was low. Results also predicted that the tendency of employee loyalty was high among the managers with low traits of counter-productive behaviour and very low among managers with a higher tendency of CWB. Factors such as compensation and benefits, job security and growth and satisfaction were found to be responsible for high tendency of employee loyalty; the controlling of factors such as ignoring or arguing with others, physically damaging organizational property, stealing organizational or employee’s property, intentionally working slowly, doing work incorrectly, neglecting to follow procedures, taking longer breaks than allowed, coming late and leaving early was responsible for a high degree of CWB.

Research limitations/implications

This study was conducted by involving lower and middle level hospitality sector managers in the NCR Delhi region only. To generalize the findings effectively, a more comprehensive study should be conducted that also involves senior level managers.

Originality/value

There are relatively few prior studies of the factors addressed in this study which has sought to explore an under-research aspect of workplace behaviour.

Details

Worldwide Hospitality and Tourism Themes, vol. 11 no. 4
Type: Research Article
ISSN: 1755-4217

Keywords

Article
Publication date: 29 July 2014

Maha Ibrahim and Saoud Al Falasi

The purpose of this paper is to investigate the relationship between employee loyalty (Organizational Commitment) and its two dimensions namely, affective commitment (AC) and…

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Abstract

Purpose

The purpose of this paper is to investigate the relationship between employee loyalty (Organizational Commitment) and its two dimensions namely, affective commitment (AC) and continuance commitment (CC) with employee engagement.

Design/methodology/approach

A self-administered questionnaire was used for collecting the study data from 50 employees who represent three managerial levels from the government sector in United Arab Emirates (UAE). Three hypotheses were developed in order to test the said relationship. Hypotheses were tested through using various testes namely: the correlation coefficient and the regression analysis from the Statistical Package for Social Science software.

Findings

The findings indicated that there is a significant relationship between loyalty and engagement. AC was found to be more important in affecting employee's engagement when compared with CC.

Research limitations/implications

The study is based on a small number of employees working mostly in one single organization which limits the generalizability of the results; a limitation that does not allow for statistical generalization but allows for analytical generalization.

Originality/value

The study contributes to the literature of OC and more specifically to the relationship between employee loyalty and engagement in the UAE public sector. The outcome of the research draws decision makers’ attention to the importance of employees’ loyalty and its impact on their engagement.

Details

Employee Relations, vol. 36 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

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