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Organizational climate, which includes the setting of values, rules and priorities to be followed by all individuals involved in the organisation, has been receiving increased attention over recent years. The purpose of this paper is to look into the prevalent organizational climate within hotels and to identify variations in employees' perceptions, based on whether they hold managerial or non‐managerial positions.

This paper reports a study conducted in 24 Greek hotels located in the Thessaly region, providing 217 usable responses. Descriptive statistics were used to determine the relative importance placed on the climate dimensions and then t‐tests were used to check for significant differences between managerial and non‐managerial employees.

The results show that efficiency, reflexivity, innovation and flexibility, supervisory support and quality were among the most prominent characteristics affected by organisational climate, whereas outward focus and pressure to produce were least affected. Moreover, the only differences revealed between managerial and non‐managerial employees were in the areas of involvement and efficiency.

Since Greece is a very diverse country in terms of tourism, including hotels that operate in other regions of the country would improve the generalizability of these findings. Future research should also try to link organizational climate directly with measures of the actual service quality provided to customers.

Identifying the prevalent organizational climate can help managers to optimize performance by identifying inherent strengths and weaknesses. Managers can then exploit the opportunities offered and evade the threats evident in the globalized hospitality setting. In addition, variations in perceptions between managers and non‐managers may help the organization to identify common priorities among all individuals employed.

I. INTRODUCTION This study attempts to extend and expand previous research conducted by the Department of Marketing at Strathclyde on the adoption and diffusion of industrial products.

The purpose of this study is to analyze and explain the influence of ethical leadership, ethical climate and organizational commitment toward employee deviance in a workplace.

This study was conducted in Malang Regency Government by using a sample of 120 respondents and Generalized Structured Component Analysis (GeSCA).

From the study, it is found that ethical leadership could influence the formation of ethical climate in an organization which in turn will negatively affect the deviant behavior in the workplace. The results also indicate that the effect of ethical leadership is either direct or indirect toward the deviant behavior in the workplace. The indirect impact of this ethical leadership includes the sharpened perception of ethical climate which eventually will reduce the deviant behavior in the workplace.

It is interesting that ethical leadership has no significant effect on organizational commitment but on ethical climate and in the end, it will influence the improvement of organizational commitment.

The purpose of this paper is to investigate the influence of employees’ perception of organizational climate on organizational citizenship behaviour outbreak and the impact of both of them on organizational performance.

This survey has been performed using structural equation modelling (SEM). The statistical population composed of the managers of Mazandaran small- to medium-sized enterprises. The analysis of the data obtained from distributed survey questionnaire has been performed by SPSS18 and AMOS18 software.

Findings imply that positive perception of organizational climate influences on increasing organizational citizenship behaviour outbreak and performance of enterprise, and organizational citizenship behaviour in turn has positive and significant impact on organizational performance. Results of this survey also indicate that organizational citizenship behaviour impacts on sub-criteria of enterprise performance (i.e. financial, customer, learning and growth, internal processes). Moreover, the influence of organizational climate on all sub-criteria of performance except internal processes has been confirmed.

Lack of sufficient information concerning organizational climate in internal resources, and in some external ones, and low number of surveys performed in this field, limits the possibility of comparing the results of this survey with other similar surveys.

This survey can be considered as an innovative survey, since there is no similar survey conducted in which three variables of organizational climate, performance, and citizenship behaviour studied, considering their specified sub-criteria.

The purpose of this paper is to investigate the effects of organizational climate and structure on knowledge management and firm innovativeness from the social capital and social network perspectives.

The empirical study employed a questionnaire approach. The sample for this study was drawn from the population of the top 5,000 Taiwanese firms listed in the yearbook published by the China Credit Information Service Incorporation. Regression analysis was used to test the hypotheses in a sample of 146 Taiwanese firms.

The findings suggest that knowledge management is positively related to firm innovativeness. In addition, the effect of knowledge management on innovativeness is positively moderated by supportive climate and decentralized, integrated, and less formalized structure. The study also examines the effects of organizational climate and structure on knowledge management and the results indicate that innovative and supportive climate are positively related to knowledge management. When the organizational structure is less formalized, more decentralized and integrated, knowledge management is more enhanced.

Firms need to be aware of the critical role of organizational structure and climate in the transition process of knowledge management to innovative products or services.

This study contributes to the literature by investigating the relationships among organizational contexts of climate and structure, knowledge management, and firm innovativeness from the social capital and social network perspectives.

The purpose of this paper, in the context of hospital wards, is to test a model in which the ward manager's orientation towards a given organizational climate contributes to determine the climate perceived by medical and nursing staff, and this, in turn, has an impact on patient satisfaction.

The design of the study is cross‐sectional. The manager's climate orientation, employee perceptions of organizational climate, and patient satisfaction questionnaires were administered to ward managers, medical staff, and inpatients in 57 wards belonging to ten public hospitals in Italy. The hypothesised model was tested using two‐level structural equation modelling.

Different climates impact on patient satisfaction in a different way. Evidence was found that a human relation climate augments patient satisfaction. Ward managers' orientation on specific organizational models is matched by the actual climate perceived by medical and nursing staff. Comparison between alternative nested models shows that there is evidence in favour of the mediating effect of climate between the managers' climate orientation and patient satisfaction.

The main limitation of the paper is the cross‐sectional nature of the data set, which does not allow for definitive conclusions on the direction of causality links.

Understanding the link between climate and patient satisfaction may guide hospitals towards a more conscious selection of the appropriate organizational model.

The contribution of the present paper to the extant literature is twofold. First, it verifies whether the ward manager's climate orientation is matched by the organizational climate as perceived by subordinates. Second, it investigates the mediating role that organizational climate plays between ward managers' orientations and patient satisfaction.

The purpose of this paper is to investigate the messages delivered by transformational leaders to front‐line employees to build an organizational brand climate and encourage employees' branding behaviors, to attain better company performance within the Taiwanese hotel industry.

Survey data were obtained from 34 human resource managers and 326 customer contact employees working in Taiwanese hotels.

Transformational leadership was found to have both direct and indirect positive influences on the development of organizational brand climate and employees' branding behavior.

Results suggest that transformational leaders may facilitate employees' branding behaviors by developing an organizational brand climate to distinguish the organization from its competitors and develop long‐term customer relationships.

This study advances the knowledge of antecedents and outcomes of the organizational brand climate by applying a multilevel approach to reflect the hierarchical nature of brand distinctiveness within the Taiwanese hotel industry.

The purpose of this paper was to develop and test a model examining how hotel managers’ psychological diversity climate affects job satisfaction, the moderating effect of racioethnic minority status and the mediating role of organizational justice.

A sample of frontline managers from 164 individual hotel properties was used. Hierarchical linear regression analysis was used to examine the underlying mechanism through which psychological diversity climate impacts job satisfaction.

The results found support for the mediating effect of organizational justice between managers’ psychological diversity climate and job satisfaction. Racioethnic identity moderated the relationship between psychological diversity climate and organizational justice, thereby supporting the mediated-moderated model proposed in the current research.

The findings show the importance of improving employee perceptions of diversity climate and organizational justice, particularly through recruitment practices, incorporating diversity into the corporate values, adopting formal diversity management practices and educating managers about the importance of diversity through formal training methods.

Little research has examined the underlying mechanisms that explain why psychological diversity climate affects organizational attitudes. Even less research has examined whether the link between a perceived positive diversity climate and job satisfaction is stronger for racioethnic minorities. These results provide meaningful insights for researchers because the hospitality industry is one of the largest employers of racioethnic minorities and immigrant employees.

The majority of job demands-resources (JD-R) research has focused on identifying the job demands, job resources, and personal resources that influence engagement. The purpose of this paper is to assess the significance of proposed associations between organizationally focused resources, organizational engagement climate, and engagement.

The authors tested a model proposing that six specific organizational resources would have positive associations with organizational engagement climate, and positive direct and indirect associations with job resources and employee engagement. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were conducted on cross-sectional survey data provided by 1,578 employees working in a range of different organizations.

The CFA and SEM analyses yielded good fit to the data. As proposed, all six organizational resources were positively associated with organizational engagement climate. Four were positively associated with job resources, and two were positively associated with engagement. Organizational engagement climate was positively associated with job resources and employee engagement. Significant indirect relationships were also observed.

Despite self-reported data and a cross-sectional design, tests of common method variance did not suggest substantive method effects. Overall, the results contribute new insights about what may influence engagement, and highlight the importance of organizational engagement climate as a motivational construct.

The research offers up potentially useful measures of six organizational resources and a measure of organizational engagement climate that can complement and broaden the current focus on job-level diagnostics. As such, targeted management action and survey feedback processes can be used to identify processes to build sustainable organizational engagement capability.

No previous research has identified a comprehensive set of organizational resources, operationalized organizational engagement climate, or examined their relationships within a JD-R context. The results suggest that the JD-R can perhaps usefully be extended to include more organizationally focused constructs.

While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance.

The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland.

The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation.

Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance.

The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights.