Linking customer-employee exchange and employee innovative behavior |
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| Affiliation: | 1. School of Hospitality and Tourism Management, Oklahoma State University, 389 Human Sciences, Stillwater, OK, 74078, USA;2. Department of Hospitality Management, Kansas State University, 1324 Lovers Lane, Manhattan, KS, 66506-1404, USA;1. School of Tourism Management, Sun Yat-Sen University, Guangzhou, China;2. School of International Business Administration, Shanghai University of Finance and Economics, Shanghai, 200433, China;3. School of Economics and Management, Guizhou Normal University, Guiyang, China;4. School of Management, Xiamen University, Xiamen, China;1. Department of Hospitality Management, MingDao University, Taiwan;2. Department of Food and Beverage Management, Shih Chien University, Taiwan;3. Department of Leisure and Recreation Administration, Ming Chuan University, Taiwan;1. United Arab Emirates University;2. Nottingham Business School, Nottingham Trent University, Nottingham, United Kingdom;3. University of Sadat City, Sadat City, Menofia, Egypt;1. Institute of Marketing Communication, National Sun Yat-sen University, Taiwan;2. Dept. of Restaurant, Hotel, and Institutional Management, Fu-Jen Catholic University, Taiwan |
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| Abstract: | Employee innovative behaviors lay the foundation for organizational innovation and are of importance to business success, especially for service firms. Although these innovative behaviors are performed at the individual level, employees still need to have frequent exchanges with others, such as customers. As there is little research investigating customer-employee exchange (CEX) and its influence on employee innovative behavior in services, this study aims to fill this gap in a hotel context. The results of a survey with 180 respondents indicate that both the solidarity and harmonization components of CEX have positive effects on employee innovative behavior, yet the information exchange between customers and employees does not significantly influence employee innovation. Also, higher level of CEX leads to higher level of perceived social psychological climate for innovation. The mediating effect of social psychological climate in the relationship between CEX and employee innovative behavior is partially supported. The findings contribute to the understanding of the role of social exchanges in facilitating employee innovative behavior and provide implications for the management of employee innovative behavior in hospitality firms. |
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| Keywords: | Customer-employee exchange Employee innovative behavior Social psychological climate Solidarity Harmonization Information exchange |
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