Antecedents and consequences of knowledge sharing in international tourist hotels

The purpose of this empirical study is to investigate factors which influence knowledge sharing, organizational learning and effectiveness. Of self-completed questionnaires collected from international tourist hotels in Taiwan, 615 were usable for data analysis. The structural equation modeling results showed that leaders played the roles of mentor, facilitator and innovator, and nurtured a supportive environment at the levels of workgroup, immediate superior and organization. In addition, employees had a positive attitude towards learning and to sharing. All of these contributions facilitate transformation of collective individual knowledge to organizational knowledge, resulting in the advancement of organizational learning, and thus, greater organizational effectiveness.     

When does an employee not help coworkers? The effect of leader–member exchange on employee envy and organizational citizenship behavior

Using a sample of 233 front-line hotel employees, we examined leader–member exchange (LMX), envy, and organizational citizenship behavior (OCB). The results from path analysis support the research model that employees who have a relatively poor working relationship with their supervisor (i.e., low-quality LMX relationship) were more likely to show higher levels of envy than employees who have relatively closer working relationships with the same supervisor (i.e., high-quality LMX relationship). Ultimately, higher levels of envy decreased employee voluntary helping behavior (i.e., organizational citizenship behavior, OCB) toward coworkers. This finding suggests that employees perceiving a poor working relationship with their supervisor committed less voluntary helping behavior toward coworkers than their counterparts. Implications for managers and suggestions for future research are discussed.     

National culture,leadership and citizenship: Implications for cross-cultural management

Continued globalization is raising the level of diversity within hospitality organizations as well as the likelihood that leaders will manage those from varying national cultures. Previous research has found that cultural congruence between leaders and stakeholders (i.e., from the same or different national cultures) impacts a variety of variables including perceived leadership style, satisfaction and trust. This study extends this line of research by investigating the relationship between cultural congruence, perceived leadership style, leader–member exchange (LMX) and employee citizenship behaviors. Using a highly diverse sample of 520 members of congruent and incongruent dyads from 66 countries working for 2 large cruise lines and 2 subsidiaries, multivariate analysis of variance (MANOVA) was used to test the relationships. It was determined that cultural similarity impacted employee perceptions of LMX relations and organization citizenship behaviors, but not leadership style. The results of the study provide strategies for cross-cultural management in the hospitality industry.     

‘The times they are a changin’? transformative organizational innovations in financial services in the UK

Much of the management guru-based literature emphasizes the transformational capacity of organizational innovations (OIs). The excellence, quality and reengineering literature purports to abandon hierarchy, bureaucracy and management control; to eradicate conflict and instil an new team and quality-based ethos. Yet much remains unknown about how these OIs are operationalized. Here we question both theoretically and empirically the validity of such transformational claims by reference to our research within financial services. We argue that despite considerable changes, OIs remain both a condition of, and location for, the exercise of organizational power relations. Bureaucratic and hierarchical structures continue to pervade organizations. Work-related pressures and tensions abound concerning issues such as control over the quality versus the quantity of work output, work intensification and job insecurity. All of which impinge upon the performance of OIs, and belie notions of a ‘transformation’ of organizational cultures, structures or strategies.     

How manufacturers value purchase offerings: An exploratory study

The notion of value and the principles and methods that buyers use to discover which supplier offering has more value needs to drive all business marketing activity. However, the concept of value and how to measure it is somewhat vague. The authors present a simple way to think about value. The research reports an exploratory empirical study of how the valuation model fits the views of purchasing managers and how purchasing agents view value and use it to make decisions. In general, the model posited appears to fit the view of purchasing agents, however, there is some digression and further research is needed.     

职场排斥对员工创新行为的影响 ——组织承诺与组织认同的双重中介作用

如何激发员工创新行为是企业关注的重点问题，职场排斥是员工在工作中经常面对的问题，也是影响创新行为的一个重要原因。以自我验证理论为基础，探讨职场排斥对员工创新行为的影响机制。采用多元回归模型对193份员工问卷进行分析，结果表明：职场排斥对组织承诺、组织认同和员工创新行为具有显著负向影响；组织承诺和组织认同在职场排斥与创新行为间起中介作用，职场排斥通过降低员工组织承诺和组织认同，进而抑制员工创新行为。     

Success of activity management practices: the influence of organizational and cultural factors

This study examines the success of activity management practices and the organizational and cultural factors affecting success at each of Gosselin's (1997) three levels of activity analysis (AA), activity cost analysis (ACA) and activity‐based costing (ABC). Data were collected by survey questionnaire from a random sample of managers of Australian business units. The results indicate that activity management is moderately successful in Australian organizations, with greater use associated with higher levels of success. Two organizational factors (top management support and link to quality) were associated with success at each of Gosselin's three levels, whereas training was associated at the AA and ACA levels. The cultural factor of outcome orientation was associated with success at each level, with attention to detail important at the ABC level. Organizational factors were more strongly associated with activity management success than cultural factors.     

Influence of technological support,skills and competencies,and learning on corporate entrepreneurship in European technology firms

In the today′s changing environment, firms are hardly competing with each other to achieve a competitive advantage that can differentiate them from others and improve their organizational performance. In this sense, it is crucial to develop corporate entrepreneurship and promote strategic variables that foster it.The aim of this paper is to highlight the importance of different technological variables (top management support to technology, technological skills and technological distinctive competencies) and organizational learning on corporate entrepreneurship, and thus analyze the influence of corporate entrepreneurship on organizational performance in the context of technology firms.A sample of 160 European technology firms was selected from the database Amadeus in 2009 with CEOs as our main informants. The hypotheses studied are empirically confirmed by using a hierarchical regression model.     

Perceived organizational diversity and employee behavior

While the impact of organizational diversity on employee work outcomes has received significant research attention, there is a dearth of literature in hospitality settings, particularly in Eastern cultures. Integrating the Social Identity Theory and diversity literature, this study, using data collected from 22 hotels in Taiwan, examined the relationship of perceived organizational diversity with Job Performance (JP), Organizational Citizenship Behaviors (OCB) and Turnover Intention. The results indicated that the level of diversity perceived by hotel employees, significantly influenced employee JP and OCB. Ethnicity status also moderated the relationship between the perception of diversity levels and employee turnover intention. Specifically, a negative relationship between perceived diversity and turnover intention was observed among indigenous employees while a positive relationship was observed among non-indigenous employees.     

Extending the scope of hotel client reactions to employee injustice: Hotel employer reviews on the Internet

Third-party literature is concerned about the way others perceive what happens in organizations. When dealing with the perceived justice of the employer-employee relationship, it has mainly adopted an on-site approach. The scarce research focusing on the consequences of perceived justice for client variables in hotels has shown that it can impact client loyalty. In this study, we adopt an on-line view, and we analyze how the comments posted by hotel employees on the Internet about their work conditions influence guest perceptions. This topic is relevant because it is well known that clients’ perceptions influence client satisfaction, WOM and revisit intentions. Through an experiment based on real hotel employer reviews, results confirm that these comments have an impact on the organizational image dimension of service quality, hotel clients’ satisfaction, WOM, and revisit intentions. Thus, as occurs with client eWOM, hotel managers should be aware of these comments and manage them appropriately.