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To speak up or stay silent? How employee–supervisor value differences affect speaking up behavior in the hospitality industry
Institution:1. School of Management, Xi’an Jiaotong University, No. 28, Xianning West Road, Xi’an 710049, Shanxi, China;2. Business School of Hubei University, Wuhan 430062, China;3. School of Management, Huazhong University of Science and Technology, Wuhan 430074, China;4. Business School, Henan University, Kaifeng, China;5. Hubei Center for Studies of Human Capital Development Strategy and Policy, Wuhan 430062, China;6. Key Research Base of Humanities and Social Science of Hubei Province, Wuhan 430062, China;1. School of Business and Tourism Management, Yunnan University, Kunming, 650091, China;2. Tourism and Social Administration College, Nanjing Xiaozhuang University, Nanjing, 211171, China;3. School of Hospitality Business Management, Carson College of Business, Washington State University, Pullman, WA 99164-4742, USA;4. Department of Apparel, Events, and Hospitality Management, College of Human Sciences, Iowa State University, Ames, IA 50011-1078, USA;5. School of Hospitality Business Management, Carson College of Business, Washington State University, Vancouver, WA 98686, USA;1. The School of Hospitality Business, Broad College of Business, Michigan State University, 667 N. Shaw Lane, East Lansing, MI 48825, USA;2. Rosen College of Hospitality Management, University of Central Florida, 9907 Universal Boulevard, Orlando, FL 32819, USA;3. Dedman School of Hospitality, Florida State University, B4113 University Center, 288 Champions Way, Tallahassee, FL 32306, USA;1. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hong Kong;2. Department of Food Science and Nutrition, The Catholic University of Korea, Republic of Korea;1. School of Management Studies, Cochin University of Science and Technology, Kochi, Kerala, India;2. Indian Institute of Management Kozhikode, IIMK Campus P.O., Kozhikode, Kerala, India 673 570;3. University of Puerto Rico Graduate School of Business, San Juan, PR, USA;4. Distinguished Scholar, Indian Institute of Management (IIM-K), Kerala, India;1. TU Dortmund University, Center of Higher Education, Hohe Str. 141, 44139 Dortmund, Germany;2. TU Dortmund University, Faculty of Social Science, Emil-Figge-Str. 50, 44227 Dortmund, Germany;1. School of Management, Harbin Institute of Technology, 92 West Dazhi Street, Harbin, China;2. Howard Feiertag Department of Hospitality and Tourism Management, Pamplin College of Business, Virginia Tech, Blacksburg, VA 24061, USA
Abstract:Speaking up behavior plays an essential role in improving the service quality of teams and organizations. This study uses cross-level polynomial regression to explore the influence of supervisor–frontline employee power distance orientation (PDO) congruence on the speaking up behavior of frontline employees. The results indicate that congruence (vs. incongruence) in supervisor–frontline employee PDO can lead to more speaking up behavior. In addition, we propose an asymmetrical incongruence effect such that speaking up behavior will be most when supervisors are low in PDO and frontline employee are high in PDO. A team-oriented incentive structure also moderates the relationship between supervisor–frontline employee power distance orientation and speaking up behavior. These findings not only help us better understand the antecedents of frontline employee speaking up behavior, but also provide important implications for hospitality management.
Keywords:Leader–subordinate congruence  Power distance orientation  Speaking up  Team-oriented incentive structure
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