人力资本、社会资本及心理资本对酒店员工的协同作用

酒店是劳动密集型的工作场所,员工不仅需要一定的人力资本,而且更需要社会资本与心理资本,研究这3种资本对酒店员工绩效与组织承诺的协同作用具有理论与现实意义。文章通过实地调研,运用逐步回归方法实证探讨这一问题,研究结果表明：酒店员工的人力资本、社会资本和心理资本都与员工绩效、组织承诺显著相关,且心理资本与社会资本、人力资本能对员工绩效、组织承诺产生协同作用。因此,酒店应该重视员工的社会资本与心理资本,并协同开发这3种资本,以便提高员工绩效,减少流失率。     

Change or perish: Examining the role of human capital and dynamic marketing capabilities in the hospitality sector

Many researchers have endeavored to explain which factors contribute to sustainable competitive advantage. Toward this end, this study contributes to the marketing and hospitality management literature by providing empirical evidence on how human capital, dynamic marketing capabilities, and market dynamism influence competitive advantage in the hotel sector. We collected cross-sectional survey data from marketing and sales managers in 165 hotels, along with in-depth interviews in three hotels, based in four Gulf Cooperation Council (GCC) countries, namely, Saudi Arabia, Qatar, United Arab Emirates and Bahrain. The findings reveal that human capital directly, and indirectly through dynamic marketing capabilities, plays a critical role on developing competitive advantage. To contextualize this role, our research reveals that market dynamism moderates the mediated relationship between human capital and competitive advantage via market sensing capabilities. We discuss how the findings offer theoretical and managerial implications for the development of competitive advantage in the hotel sector.     

Human capital in the Dubai hotel industry: A study of four- and five-star hotels and the HR challenges they face

Dubai brands itself as an international leisure and business center and home to the luxury hotel market. While hotel growth has been, and continues to be rapid, little is known about hotel employees, their demographics or how they feel about working in this industry. This article reports the findings of what is the first review of Dubai hotel human capital, noting there are significant difference in workforce demographics to other countries, for example, it is male dominated, highly educated, and employees note positive levels of organizational social capital. It also highlights potential challenges going forward.     

How to fuel employees’ prosocial behavior in the hotel service encounter

With mounting customer expectation for excellent service, frontline service employees’ prosocial service behavior is of great importance since it helps enhance customers’ perceived service quality, which is critical for maintaining a hotel’s competitive advantage relative to its comp set. Regardless of the importance of prosocial service behavior, role clarity, perceived organizational support, and psychological empowerment in encouraging employees’ prosocial service behavior has not received much attention. This study examines the effects of the above three predictors on the prosocial service behavior of customer-contact employees. The authors developed a conceptual model of prosocial service behavior and empirically tested it using structural equation modeling. The findings suggest that role clarity and psychological empowerment have a direct influence on prosocial service behavior. Psychological empowerment partially mediates the relationship between role clarity and prosocial service behavior and fully mediates the relationship between perceived organizational support and prosocial service behavior.     

How to create competitive advantage: the moderate role of organizational learning as a link between shared value,dynamic capability,differential strategy,and social capital

Based on the organizational strategy and capability perspective, we theorized a serial mediation-moderation analysis that links critical beneficial attributes of dynamic capabilities, differential strategies, social capital, shared goals, and organizational learning to creating competitive advantage. Results from a survey of 328 travel agencies were analysed to support our hypotheses. We found that travel agencies’ shared goals may influence competitive advantage through the characteristics of dynamic capability development, differential strategy implications, and social capital accumulation. We also found that organizational learning is the most critical attribute for improving the relationships between shared goals, dynamic capabilities, and social capital to achieve competitive advantage. The implications of these findings for managerial and theoretical frameworks are also discussed.     

The impact of industry force factors on resource competitive strategies and hotel performance

This study integrates the Porter's five forces and resource-based approach measuring U.S. hotel performance. The results show that hotels with the advantage of low customer bargaining power and low threat of new hotel entrants exhibit the strong human resource and information technology (IT) strategies. In contrast, hotels with the advantage over existing competitors do not exhibit any significant competitiveness of brand image, human resource, and IT strategies. This dues to different hotels define competitors with various criteria such as proximity and price. Competitive human resource and IT strategies indicate the increase of hotel performance, while competitive brand image strategy has no influence on hotel performance. The competitiveness of brand image strategy may overlap with implementing human resource and IT strategies.     

Service innovativeness and the structuring of organizations: The moderating roles of learning orientation and inter-functional coordination

This paper aims to investigate the influence of organizational structure on service innovativeness by testing the moderating roles of learning orientation and inter-functional coordination. This helps to understand how organic structure influences service innovativeness when it is effectively leveraged with favorable organizational factors. Data were collected from 178 hotel managers and executives in Japan and moderated regression analysis was performed to analyze the data. Findings of the study suggest that higher levels of service innovativeness are positively related to higher levels of hotel business performance. In addition, organic structure makes a positive influence on service innovativeness and an increase in the levels of learning orientation boost the effectiveness of organic structure on service innovativeness. Moreover, the positive association between organic structure and service innovativeness become stronger when all firm’s functions make an attempt to cooperate and contribute to disseminating customers and competitors’ information in the hotels. These findings contribute to understanding how hotel service innovation is affected by service innovativeness, organizational structure, learning orientation and inter-functional coordination.     

Organizational Learning and Hotel Performance: The Role of Capabilities’ Hierarchy

Building on the capabilities’ hierarchy concept, a model of the effect of organizational learning on hotel performance is proposed and tested in this study. Data was collected from 240 managers in the hotel industry of United Kingdom and Pakistan via survey. The results revealed strong direct inter-relation between different level of capabilities and an indirect relation between organizational learning and performance through these capabilities. This paper makes theoretical contributions to management as well as hospitality and tourism research by generating an integrative and unifying framework for an organizational learning performance relationship, clarifying capabilities inter-relationships and empirically revealing the exact way these capabilities enhance performance. Also, it has practical implications for hotel managers’ understanding on the development and use of capabilities as a hierarchy in enhancing their hotel performance.     

How do dynamic capabilities explain hotel performance?

This research study explores the relationship between three dynamic capabilities and their impact on hotel performance. Specifically, we examine the relationship between human resource management (HRM), quality management (QM) and sustainability. In addition, we analyse how QM and sustainability explain hotel performance measured by occupancy rate, average daily rate (ADR) and revenues per available room (RevPAR). These capabilities can generate income, enabling hotels to adapt as quickly as possible to the changing environment. Findings show a significant relationship between HRM, QM and sustainability. The relationship between QM and hotel performance and between sustainability and hotel performance is fully mediated by the differentiation competitive advantage. Our results represent an advance in hotel theory and management because they integrate HRM, QM and sustainability, and show their ability to be a source of competitive advantage and profitability.     

Making innovation happen through building social capital and scanning environment

Both new service development and existing service improvement are critical tools for hotels to gain competitive advantages, but pursuing new services while simultaneously improving existing services is difficult for hotel managers. The success of highly proactive hotel managers has been credited to their ability to change the environment effectively, and such managers may be able to lead hotels to resolve the trade-off dilemma and deliver better services. To elucidate the contributions of proactive managers in making innovation happen, this study explored two key activities that hotels may undertake when prompted by the proactive managers, namely, environmental scanning and social capital building. The process involved in developing new services and improving current services was examined using empirical data collected from the general managers of 226 hotels in Taiwan. The results confirm that environmental scanning and social capital fully mediate the relationship between proactive personality of managers and capacity for service innovation as well as service improvement of hotels, indicating that hotel managers with a proactive personality are helpful at implementing innovation.     

Effects of psychological contract breach on attitudes and performance: The moderating role of competitive climate

The performance of hotel employees is an important driver of customer satisfaction, which in turn affects hotels’ financial outcomes. Hotel managers should encourage their staff to deliver quality service and should inspire them to perform their best. This study advances a multilevel model that draws connections among competitive climate, organizational identification (OID), job performance, affective commitment (AC), and psychological contract (PC) breach from a sample of hotel staff. The results indicate that (1) PC breach is negatively related to OID and AC, (2) OID and AC have a significant positive relationship with job performance, and (3) competitive climate at the organizational level moderates the effects of OID and AC on hotel workers’ in-role performance. These results offer valuable implications for managers to produce more efficient hotel human resource management techniques.     

组织学习对饭店持续创新能力的影响研究

在全球经济转型背景下,饭店为推动服务创新,满足顾客消费需求的多变性,越来越重视组织学习.文章以长沙、三亚高星级饭店为例,运用结构方程模型(SEM)进行了饭店组织学习对持续创新能力的影响研究,发现知识共享、知识运用、知识记忆对技术创新、制度创新和支持创新的影响较强,知识获取对制度创新和支持创新的影响较弱;饭店必须综合考虑知识获取、知识共享、知识运用、知识记忆等要素对服务创新的影响,才能有效提升饭店持续创新能力,保持领先的竞争优势.     

When and why organizational dehumanization leads to deviant work behaviors in hospitality industry

This study investigates when and why organizational dehumanization leads to deviant work behavior. Accordingly, aims to investigate the impacts of organizational dehumanization on perceived incivility and deviant work behavior. In addition to this, also investigates the psychological capital as moderator between organizational dehumanization and perceived incivility, while perceived incivility as a mediator between organizational dehumanization and deviant work behaviors (employee time theft and knowledge hiding). A time lag approach: with three-time intervals T1, T2 and T3 respectively was used to collect the data from hotel employees. Results indicate that organizational dehumanization leads to perceived incivility and thereof, perceived incivility propels deviant work behaviors amongst employees. Moreover, employee’s psychological capital played a protective role of reducing the detrimental effects of organizational dehumanization on perceived incivility. This research contributes to literature by considering behavioral outcomes of organizational dehumanization. For managers this study provides insights to minimize organizational stressors to buffer employee deviant behaviors. This study also provides new research avenues in hospitality industry.     

Crafting and testing a central precept in service-dominant logic: Hotel employees’ brand-citizenship behavior and customers’ brand trust

Employees play an important role in hotel service branding. Their enactments of positive brand-supportive behaviors help nurture positive customer–brand relationships. This study explores the relationship between employee perceived organizational support, brand citizenship behavior, and customers’ perceptions of brand trust. Two questionnaire surveys were carried out in high-contact hotel service firms collecting employee and customer data by matched-questionnaires. The results of the study indicate that brand-citizenship behavior consists of three components: willingness-to-help, brand enthusiasm, and propensity for further development. Propensity for further development has a significant direct positive effect on the other two components, and the other two components both have significant direct positive effects on customer's brand trust. Employee-perceived higher levels of organizational support increase performance of brand citizenship behavior. The study includes empirical findings, contributions to theory, limitations, and direction for future research.     

Transformational leadership and employee performance: The role of identification,engagement and proactive personality

This study investigates the underlying mechanisms and boundary conditions that explain the relationship between transformational leadership and frontline employee performance. Specifically, it explores the mediating role of organizational identification and work engagement in the relationship between transformational leadership and job performance and organization-directed citizenship behaviors. Additionally, it examines whether proactive personality moderates the effect of transformational leadership on identification and engagement. Data from 323 frontline hotel employees were analyzed using partial least square regression. Results show that identification and engagement fully mediate the relationship between transformational leadership and organizational citizenship behaviors, whereas engagement partially mediates the link between transformational leadership and job performance. Results indicate a sequential mediation effect of identification and engagement on employee performance. Finally, findings show that proactive personality strengthens the effect of leadership on identification and engagement. The study provides information for hotel managers about why and under what circumstances employees perform the way they do.     

Antecedents,mediation effects and outcomes of hotel eco-innovation practice

Eco-innovation is essential if we are to improve the environmental impacts of tourism firms. Building on the natural-resource-based view (NRBV) of the firm, we hypothesize that eco-innovation is the mediating factor between four firm-level antecedents (opportunity-recognizing and opportunity-capitalizing capabilities, top managers’ attitudes and stakeholder pressures) and three outcomes (cost and differentiation, with respect to a firm’s competitive advantage, and its resulting organizational performance). Partial least squares structural equation modelling is applied to the data from a survey with hotel managers in China, and confirms all of the hypotheses, except two, namely: i) that cost competitive advantage is positively related to hotel performance, and ii) that eco-innovation fully mediates the relationships between opportunity-recognizing capability and both dimensions of competitive advantage. Our contribution to the NRBV theory with a novel, integrated model to predict the mediating role that eco-innovation plays between firm-level resources and capabilities, and competitive advantages.     

From innovation to sustainability: Sustainability innovations of eco-friendly hotels in Taiwan

Sustainable innovation is a critical attribute in modern hotel management, as is widely recognized by experts and hotel managers alike. This paper develops and tests a new integrated theoretical model of associations among innovation diffusion, environmental marketing strategy, sustainability innovations, and the organizational environment. This research also considers the mediating effect of environmental marketing strategy and the moderating role of the organizational environment. The results of a study that included 367 managers of eco-friendly hotels in Taiwan provide support for this model across various dimensions of hotels’ sustainable innovation. The present study found relationships among innovation diffusion, environmental marketing strategy and sustainability innovations, and a mediating effect of environmental marketing strategy. The results also confirmed that the organizational environment moderates the relationship between innovation diffusion and environmental marketing strategy. That is, a supportive organizational environment will enhance the effect of innovation diffusion on environmental marketing strategy.     

Employee brand love and love behaviors: Perspectives of social exchange and rational choice

The concept of brand love has prompted many marketing scholars to study customers’ love for a brand, but little attention has been paid to understanding employees’ love for their brands. Based on social exchange theory and rational choice theory, this study proposes that forgiveness behavior, supportive voice behavior, and helping behavior are three love behaviors improved through employee brand love. Additionally, organizational culture types are shown to moderate the relationship between brand love and these love behaviors. The findings of this study use 456 responses from hotel employees in the United States and Taiwan to support the impact of employee brand love on these three love behaviors. Moreover, testing the moderating effects of organizational cultures reveal that forgiveness behavior may be strengthened through a hierarchy culture, that supportive voice behavior can be strengthened via clan culture, and that helping behavior can be strengthened under a hierarchy organizational culture.     

Human Capital,Organizational Orientations and Performance: Evidence From the Restaurant Industry

ABSTRACT

The study examines how human capital combines with and influences organizational orientations to determine performance. Specifically, this study investigates small restaurant businesses’ ability to effectively exploit intangible resources and capabilities, rather than tangible resources, in order to produce sustainable competitive advantage. A structured questionnaire was used to survey owners/managers of small independent restaurants in the United States. The results demonstrate that human capital, market orientation and entrepreneurial orientation serve as intangible resources and capabilities that can augment the competitive position of independent restaurants, and thereby improve performance. Human capital also combines with and influences the adoption of market orientation and subsequent performance.     

Can innovative behavior be led by management? A study from the lodging business

This study examined the effects of hotel management leadership on employee innovative behavior in Chinese hotel organizations. Using a dyadic sample of 164 hotel supervisors and 603 service employees at 23 four-star and five-star hotels in 11 Chinese cities, we investigated whether organizational commitment mediated the effects of leadership on employee innovative behavior. We also examined how organizational tenure moderated leadership and innovative behavior through organizational commitment. Findings from our moderated-mediation model revealed that organizational commitment mediated the relationship between leadership and innovative behavior. Similarly, organizational tenure moderated the relationship between leadership and organizational commitment: there was a stronger relationship for long-tenured employees and a weaker relationship for short-tenured employees. However, the effect of higher leadership on organizational commitment was stronger for short-tenured employees than long-tenured employees. Our results spotlight the importance of fostering organizational commitment, which directly affects innovative behavior and through which supervisors can influence individual innovative behavior.