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Based on the data gathered from healthcare organizations, the purpose of this paper is to identify new antecedents of service quality. The proposed model posits that workplace empowerment should increase a level of employee helping behaviors, thus supporting the development of a firm’s serving culture. Consequently, while focusing on two forms of workplace empowerment, the study empirically tests mediating paths that link structural empowerment and psychological empowerment with service quality via serving culture. The findings expand the understanding of how companies could better manage evolving demands of their customers. Furthermore, the project provides clear guidelines to practitioners by suggesting how firms should allocate their organizational resources to boost service quality.

The study uses the original survey data collected from healthcare organizations to empirically test the mediating paths linking structural empowerment, psychological empowerment and service quality via serving culture. The data were tested using structural equation modeling.

Although the initial model assumed that both types of workplace empowerment should play equally important roles in the development of serving culture, the data reveal the statistical significance of structural empowerment. Thereby, findings emphasize that in health care, employees must be provided with access to key organizational resources (e.g., vertical and horizontal information flow) to drive up quality of service.

This research is one of a few empirical studies examining antecedents of serving culture. An overall implication of the study should be a reinforced call for more empirical studies that could identify how companies could develop serving culture. Furthermore, the paper proposes that managers must remove structural barriers that may exist in their organizations to empower employees to better manage changing customer needs.

The purpose of this paper is to investigate how service-oriented high-performance work systems (HPWSs) contribute to logistics performance and the mediation mechanisms underlying this relationship.

Employees and their managers from logistics departments and/or business departments of manufacturing firms in the Vietnamese business setting were recruited as participants in the data collection. Structural equation modeling was employed for the data analysis.

Service-oriented HPWSs demonstrated the positive effects on logistics performance via serving culture. Serving culture was found to have the positive link with logistics performance via the mediating roles of collective role breadth self-efficacy and collective customer knowledge.

The current research extends the logistics management research by identifying service-oriented HPWSs as an antecedent of logistics performance as well as the mediation mechanisms underlying this effect.

The purpose of this paper is to investigate whether employees' understanding of their organization's strategic objectives could be used by business organizations to develop a desired type of organizational culture that will improve business performance.

Structural equation modeling (SEM) was conducted on the data collected in 2018 from professionals working in the healthcare industry in the USA.

SEM revealed the positive effect of employee understanding of their organization's strategic objectives on the development of a serving culture, and the mediating effect of serving culture on the relationship between employee understanding of strategic objectives and performance.

This study emphasizes that having a well-defined mission and strategic goals may not be sufficient. Business organizations must also ensure that all employees clearly understand the meaning of such objectives. Employee understanding can become instrumental, as it could allow business organizations to develop a desired type of organizational culture that will support the implementation of the firm's strategic objectives.

The study is a valuable addition to past research. First, it advances the literature on strategy by exploring the critical role of employee understanding of their organization's strategic objectives in the context of culture and performance. Thus, it allows scholars to better explain how business organizations could more effectively utilize their process of strategic planning. In the domain of organizational culture, the paper contributes by identifying a new antecedent of serving culture. Furthermore, the paper also contributes to the literature on service management by identifying a mechanism that service organizations could use to increase their performance.

This paper aims to provide an alternative explanation for how organizations could increase levels of organizational identification, in turn reducing employee turnover intention. Specifically, the study empirically tests the joint effect of two types of organizational resources – structural empowerment and serving culture (SE*SC) – on employee identification. Moreover, it investigates the mediating effect of organizational identification on the relationship between the joint effect (SE*SC) and turnover intention.

The data were collected in 2018 from employees working in a higher education institution located in the USA. Structural equation modeling was used to test the proposed model.

Statistical analysis reveals the positive joint effect (SE*SC) on organizational identification and the mediating effect of identification on the relationship between the joint effect (SE*SC) and turnover intention.

This study contributes to past research by revealing a new important mechanism. Business organizations could increase levels of employee identification and, in turn, reduce turnover by providing empowering resources that allow employees to successfully complete their jobs. Moreover, the study also contributes to practice by providing some recommendations that managers may implement to improve internal effectiveness in their respective organizations.

The clinical team’s recovery performance for the failures in the patient care processes plays a crucial role in leveraging the healthcare service quality. The purpose of this paper is to investigate the relationship between collective job crafting and team service recovery performance via the mediation mechanism of team work engagement.

Clinicians including physicians and nurses from hospitals in Ho Chi Minh City of Vietnam were recruited as sources of data for the current study. Structural equation modeling was utilized to conduct the data analysis.

The data analysis demonstrated the role of team work engagement as a mediator for the positive link between collective job crafting and team service recovery performance. Serving culture was also found to have an interaction effect with collective job crafting in predicting team work engagement.

The current research extends service recovery research by examining service recovery performance at the team level as well as collective job crafting as its team-level antecedent.

Public service failures need to be recovered to sustain citizen satisfaction with public services. The purpose of this paper is to investigate the role of charismatic leadership in leveraging public service recovery performance (PSRP) as well as a moderated mediation mechanism underlying such an effect.

Public employees and their managers from local governments were recruited to provide the data for this research. Data analysis was conducted through structural equation modeling.

From the research results, charismatic leadership demonstrated the positive association with PSRP via public service motivation (PSM) as a mediator. Besides, serving culture was also found to play a moderating role to strengthen the positive links between charismatic leadership and PSRP as well as PSM.

The research model adds further insights into charismatic leadership and service recovery knowledge through the relationship between these two concepts as well as a moderated mediation mechanism underpinning this relationship.

The purpose of this paper is threefold: first, to test the direct influence of servant leadership (SL) on an organization’s serving-driven capabilities (S-DC). Second, to test the indirect effect of SL on employee customer-service behaviors and identification with their branch. Third, to determine the direct effect of an organization’s S-DC on employee customer-service behaviors and identification with the branch. Thus, the authors provide evidence of how SL influence serving-driven interaction capabilities that are later deployed to execute customer-oriented behaviors.

Survey data were obtained from a sample of 36 bank branches of one bank in the Middle East. Employees evaluated their manager’s SL behaviors, the six S-DC and their identification with the organization. In turn, managers assessed their employees on customer-service behaviors. Partial least squares path analysis was used to model the relationships.

Results indicate servant leaders’ behaviors are example, motivator and determinant of an organization’s S-DC. Employees not only adopt the S-DC by imitation but also as a mean to reciprocate the leader: serve your customers like the leader serves you. Other results and implications for managers are presented.

The study is of a cross-sectional nature therefore a causal effect of SL on S-DC cannot be determined. Second, the study is limited to one bank although several branches were randomly sampled. Third, the evaluations of the S-DC have been done by the employees rather than customers.

The S-DC concept provides ample opportunities for managers to enhance their interactions with employees and customers to improve their performance by identifying which capabilities to develop. Specifically, interactions that promote ethical, empowering, developmental relationships and that encourage genuine two-way communication and responds to individual needs.

The study is original in testing the mediating effect of a S-DC. The focus on individual and organizational capabilities is relevant because they have been touted as among the most important factors to explain the differences of company performances and competitive advantages

The purpose of this study is to explore and understand the influence of servant leadership on volunteers' commitment working in the voluntary sector in war zones.

With a qualitative research design, participants were 16 volunteers from a servant-leadership-led charity who took part in three focus groups.

Results of the present study revealed that (1) the effectiveness of servant leadership in the war environment lies in creating hope, and (2) the overlap between personal ethics of servant leaders and flexible policies in addition to a set of attributes such as honesty; social awareness; listening; a sense of responsibility; emotion; altruism; patience; and leading without power represent the primary reasons that influence volunteers' commitment during war times.

Research data was conducted during the war on Syria, which has negative implications not only on the participants, but also on the way they responded to questions.

This paper explores and attempts to understand the influence of servant leadership on volunteers' commitment working in the voluntary sector in war zones, which can shed light on the importance of servant leadership behavior in the voluntary sector during postwar and reconstruction periods.

The study offers data and interpretation regarding servant leadership and its positive outcome in war zones, which can be used as a foundation for future studies in war zones.

This paper aims to track the evolution of an innovative Aboriginal tourism business model with deliberate social and community enterprise objectives in a remote setting.

It adopts an in-depth exploratory case study approach to discover key characteristics of an emerging tourism enterprise. The qualitative data sources include publically available planning, promotional and organizational materials, in-depth interviews with key informants and on-site observations. Yunus et al.’s (2010) social business model provides the framework for the case analysis.

Findings highlight the gradual deepening of Indigenous engagement – from simply providing a place for a non-Indigenous tourism business – to running a fully Indigenous-controlled, staffed and themed on-country tourism business. Complementing existing non-Indigenous tourism experiences reduced the need for start-up infrastructure and market recognition, thus reducing business risk for the Traditional Owners. Despite substantial changes in the business structure in response to political and maturation factors, the core motivations seemed to remain strong. The business model facilitates value creation to stakeholders in varying ways.

The contextual nature of Indigenous tourism reflects limitations of qualitative case study methodology.

The resulting business model provides a contextually appropriate structure to engage in tourism for achieving cultural and societal goals. It mitigates against the identified risk of low market demand for Indigenous tourism experiences by connecting with established non-Indigenous tourism products, while also allowing for product offering independent thereof.

Social benefits are high and have potential for replication in similar contexts elsewhere.

The paper contributes to the emerging research on culturally appropriate business models in Indigenous tourism contexts and validates a strategy to overcome low demand. It offers a model that for the tourist facilitates a sustainable experience which enables co-production while for the hosts fosters community resilience, intergenerational learning and improved livelihoods. The case highlights opportunities for further research into the interrelationship, dependencies and thresholds between the social and economic profit equations, particularly in the context of the culture conservation economy.

旅游服务文化：澳大利亚原住民旅游商业模式的演变

本文追踪了以社会及社区企业为主的偏远地区的创新原住民旅游商业模式的演变。具

本研究采用深入的探索性案例研究方法来发现新兴旅游企业的关键特征。定性数据包括可公开获得的计划, 促销和组织资料, 与主要信息提供者的深入访谈以及现场观察。 Yunus等人（2010）的社会商业模型提供了案例分析的框架。

调查结果凸显了土著人参与度的逐步深化–从简单地为非土著人旅游业务提供场所, 到经营完全由土著人控制, 配备人员以及进行主题化的国家旅游业务。丰富现有的非土著旅游体验, 可以减少对启动基础设施和市场认可的需求, 从而降低了传统业主的业务风险。尽管由于政治和成熟因素, 业务结构发生了重大变化, 但核心动机似乎仍然很强。研究得出的商业模型通过各种方式促进了利益相关者的价值创造。

土著旅游的性质反映了定性案例研究方法的局限性。

本研究中的商业模型为通过旅游业实现文化和社会目标提供了一种适当情景下的结构。通过与成熟的非土著旅游产品建立联系, 目的地缓解了针对土著旅游体验的低市场需求风险。同时本文之方案还为其独立旅游产品开发提供了可能。

此商业模式的社会效益很高, 并且有可能在其他类似情况的地方进行复制。

本文为土著旅游背景下文化相关的商业模式的新兴研究做出了贡献, 并提出并验证了克服低需求的策略。它为游客提供了一种可持续发展的体验模式, 使人们可以实现体验共创, 同时为居民提供的模式则可以提高社区的适应能力, 代际学习机会和改善生计的途径。该案例强调了进一步研究社会与经济利益之间的相互关系, 依存关系和阈值的机会, 尤其是在文化保护经济的背景下。

土著旅游, 价值创造, 共创, 文化保护经济, 社会企业, 金伯利地区

Turismo para servir a la cultura: la evolución de un modelo de negocio de Turismo Aborigen en Australia

Este documento analiza la evolución de un modelo de negocio del Turismo Aborigen innovador, con un objetivo social común y empresarial determinado en un entorno remoto.

Adopta un enfoque profundo y exploratorio de estudio de caso para descubrir las características claves de una empresa turística emergente. Las fuentes de datos cualitativos, incluyen materiales de planificación, promoción y organización de acceso público, así como entrevistas en profundidad con informantes claves y observaciones in situ. El modelo de negocio social de Yunus et al. (2010) proporciona el marco para el análisis de casos.

Los hallazgos destacan la profundización gradual de la implicación indígena, desde proporcionar simplemente un lugar para un negocio de turismo no indígena, hasta un total control de la gestión del negocio turístico con personal y temática indígena. Complementando las experiencias existentes de turismo no indígena, se redujo las necesidades iniciales de infraestructuras y reconocimiento del mercado, disminuyendo así el riesgo comercial para los Propietarios Tradicionales. A pesar de los cambios sustanciales en la estructura empresarial que los factores políticos y de maduración provocan, las motivaciones centrales parecían mantenerse fuertes. El modelo de negocios facilita la creación de valor a las partes interesadas de diversas formas.

La naturaleza contextual del turismo indígena refleja las limitaciones de la metodología de estudio de caso cualitativa.

El modelo de negocio resultante proporciona una estructura contextualmente apropiada para la implicación de las comunidades indígenas en el turismo y poder lograr objetivos culturales y sociales. Mitiga el riesgo identificado de la baja demanda del mercado de experiencias de turismo indígena, al relacionarse con productos turísticos no indígenas establecidos, al tiempo que permite la oferta de productos independientes de los mismos.

Los beneficios sociales son altos y tienen potencial de replicación en contextos similares en otros lugares.

El documento contribuye a la investigación emergente sobre modelos de negocio apropiados, desde el punto de vista cultural, en contextos de turismo indígena y valida una estrategia para superar la baja demanda. Ofrece un modelo que por un lado, facilita al turista una experiencia sostenible permitiendo la coproducción, mientras que para los anfitriones, fomenta la resiliencia comunitaria, el aprendizaje intergeneracional y mejora los medios de ganarse la vida. El caso resalta las oportunidades para una mayor investigación sobre la interrelación, las dependencias y los límites entre la ecuación de beneficios sociales y económicos, particularmente en el contexto de la economía de preservación cultural.

Turismo indígena, creación de valor, coproducción, economía de preservación cultural, empresa social, región de kimberley

Trabajo de investigación

This paper aims to examine factors that affect employee performance at Bank Tabungan Negara (BTN).

A quantitative research approach was used with generalized structure component analysis (GSCA) as the analysis tool. This study was specific to Jabodetabek (Jakarta, Bogor, Depok, Tangerang, Bekasi) areas, considering that 60 per cent of employees of BTN, who were also the study population, resided in the Jabodetabek areas. This study was conducted for a month in 2016. By using the representative sample, the results could be generalized.

The results of the analysis suggested that the structural model showed that the servant leadership (X1) significantly affected rewards (Y1) and organizational culture (Y2), but it had no significant effect on employee performance (Y3). Other results showed that there was a significant effect of rewards (Y1) on organizational culture (Y2) and employee performance (Y3), and that there was a significant effect of organizational culture (Y2) on employee performance (Y3).

Russell and Stone (2002) studied the servant leadership in a review of servant leadership attributes, and McCann et al. (2014) studied servant leadership, employee satisfaction and organizational performance in rural community hospitals. Thereby, the originality of this paper is shown on servant leadership variable for relationship between rewards, organizational culture and employee’s performance. The method used is GSCA and the location of this research is at BTN throughout Indonesia, where there are no previous research studies that have discussed the same topic on these locations.