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.     

Building organizational integrity

Ethical lapses by employees can put organizations at substantial risk. Although improved compliance procedures can help limit this risk, successful efforts must extend beyond compliance to build a culture of organizational integrity. Recent changes in regulatory requirements and more stringent sentencing guidelines demand an integrated approach to ethical awareness, one that encompasses the four organizational practices of controls, clearly defined principles and purpose, core values, and culture. Inevitably, the most difficult of these is building a culture of high ethical standards that are reflected in day-to-day practice. To overcome the barriers to building organizational integrity, leaders must question key organizational practices while constructing a culture based on ethical behaviors.     

Organizational types and leadership roles

Certain managerial functions are necessary or of greater importance in certain organizations. The following relations between organization types and leadership roles are hypothesized: expert organizations and producers, bureaucratic organizations and administrators, group organizations and integrators, and task organizations and entrepreneurs. The analysis shows that striving for results and achieving goals (i.e. producer role) is a role requirement that appears in all types of organization, whereas integrating behavior was required as a secondary requirement, again in all four types of organization. It was also found that the union stewards overestimated their leaders’ efficacy as administrators and entrepreneurs, whereas the leaders themselves overestimated their own efficacy as producers and integrators. The leader’s length of service with the organization reduces the inclination towards the producer role, but is conducive to the role of administrator.     

Task assignment and organizational form

This paper shows that a firm prefers a process-based task assignment compared to a function-based one if the tasks are from functional areas which are neither too complementary nor too substitutable. We consider several projects (processes) with contributions from several functional areas. The organization can be structured along processes like product lines (M-form) or along functional areas like marketing or production (U-form). The U-form enables cost savings due to specialization or scale economies. The more effective incentives under the M-form might outweigh these savings if the functions are neither too complementary nor too substitutable.      

基于组织生态学理论的企业家失败剖析——以长虹公司倪润峰为例

时势造英雄,还是英雄造时势,组织生态学持有悲观看法,认为企业家自身的作用相当有限,只能顺应环境的需要而已。本文以长虹公司的倪润峰为例,说明企业家必须清楚地认识到自己超人的才能,有多少其实仅仅是运气,带有相当的偶然因素,从而难以复制。只有明白了过去为什么成功,才有可能继续成功。     

管理教练、权变奖励、组织公民行为与B2B顾客满意

本文构建了一个有关主管行为、组织公民行为和B2B顾客满意的概念模型并加以检验。研究发现（1）销售人员的组织公民行为对于B2B顾客满意具有显著正向影响；（2）销售人员组织公民行为对B2B顾客满意的影响受环境不确定性的正向调节；（3）感知的管理教练行为和权变奖励均对销售人员的情感性组织承诺和组织公民行为具有正效应；（4）情感性组织承诺是主管行为对员工组织公民行为影响的中介变量；论文最后阐述了研究的管理内涵以及未来的研究方向。     

Organizational learning: Proposal of an integrative scale and research instrument

This study describes the development and validation of an instrument to measure organizational learning. Starting out from a comprehensive analysis of the main organizational learning models in the specialized literature, the organizational learning scale in this study consists of 18 items forming five dimensions: the ontological levels of learning, modes of knowledge conversion, learning sub-processes, types of learning, and feedback and feed-forward flows of learning. A survey to large Spanish companies provides data from 167 companies. Confirmatory factor analysis tests the construct measurement model and validates the scale. The results of the study indicate that the scale satisfies the criteria for reliability, and validity. The exploratory factor analysis permits the identification of four factors which make theoretical sense: information systems, the existence of a framework for consensus, procedures for the institutionalization and broadening of knowledge, and forms of management and the genesis of knowledge. The new construct promises to be more comprehensive, integrative and eclectic than previous constructs, achieving its broad scope by incorporating a number of the main theoretical perspectives on the matter. For practitioners, the scale could form the basis of an auditing tool, as well as being a useful target for organizational change initiatives.     

Does bureaucracy kill individual initiative? The impact of structure on organizational citizenship behavior in the hospitality industry

In their quest for improved service quality, hospitality organizations face a paradox. Standardization and centralization are generally perceived as essential to maintaining high service standards. These bureaucratic mechanisms, however, are suspected to have a negative impact on spontaneous “organizational citizenship” behaviors, which are equally essential for flawless service delivery. Empirical results from the Swiss hotel industry suggest that “helping” behavior is more widespread than “voice” behavior among hotel employees. The results also provide support for the hypothesis that “helping” and “voice” behaviors are negatively affected by a centralized organization structure. Theoretical and practical implications of these results are discussed.     

The effects of interorganizational governance on supplier's compliance with SCC: An empirical examination of compliant and non-compliant suppliers

Often, there is a huge gap between the requirements of the Supplier Codes of Conduct (SCC) imposed by buyers from advanced economies and actual compliance with SCC in developing countries. It is difficult for reseachers to reach suppliers who have violated SCC, especially within a large sample, because few disclose SCC violations to the public. In this paper, however, we identified 108 non-compliant Chinese apparel and textile suppliers. Through the investigation of these non-compliant suppliers and their compliant peers, this paper tests the impacts of antecedent factors (price pressure, production complexity, and contract duration) and buyer's governance mechanisms (peer-to-peer and buyer-to-supplier) on the likelihood of a supplier's compliance with SCC. While the buyer-to-supplier governance does not show significant effects, the peer-to-peer governance demonstrates the likelihood of supplier's commitment to SCC. This research reveals that if buyer's governance efforts move away from threat and toward cooperation, supplier's compliance with SCC could be more sustainable.