Ảnh hưởng của các nhân tố về tổ chức và văn hoá đến hành vi hướng đến thương hiệu của nhân viên khách sạn: Phân tích mối quan hệ trung gian và điều tiết

Nội dung text: Ảnh hưởng của các nhân tố về tổ chức và văn hoá đến hành vi hướng đến thương hiệu của nhân viên khách sạn: Phân tích mối quan hệ trung gian và điều tiết

1. ORGANIZATIONAL AND CULTURAL DRIVERS OF HOTEL EMPLOYEES’ BRAND CITIZENSHIP BEHAVIOR: MEDIATION AND MODERATION ANALYSES ẢNH HƯỞNG CỦA CÁC NHÂN TỐ VỀ TỔ CHỨC VÀ VĂN HOÁ ĐẾN HÀNH VI HƯỚNG ĐẾN THƯƠNG HIỆU CỦA NHÂN VIấN KHÁCH SẠN: PHÂN TÍCH MỐI QUAN HỆ TRUNG GIAN VÀ ĐIỀU TIẾT PhD. Hoang Trong Hung University of Economics, Hue University Abstract Using social exchange theory, this paper aims to test a model depicting the mediating role of supervisor support and co-worker support on the relationship between organizational learning culture and employee brand citizenship behavior (BCB), taking into account the moderating role of employees’ collectivist orientation. Data collected from 302 hotel employees in Vietnam and structural equation modeling (SEM) was used to test the model. The results suggest that there is a significant positive influence of organizational learning culture on supervisor support and on co-worker support. Further, supervisor support and co-worker positively influence hotel employees’ BCB. Supervisor support and co-worker fully mediate the relationship between organizational learning culture and employee BCB. Interestingly, the influence of supervisor support and co- worker support on employee BCB is positively moderated by employees’ collectivist orientation. Keywords: brand citizenship behavior; social exchange theory; hotel employees Túm tắt Bằng việc sử dụng lý thuyết trao đổi xó hội, mục đớch của bài viết này nhằm kiểm định mụ hỡnh vai trũ trung gian của sự hỗ trợ giỏm sỏt, sự hỗ trợ của đồng nghiệp đến mối quan hệ giữa văn hoỏ học tập của tổ chức và hành vi hướng đến thương hiệu của nhõn viờn khỏch sạn, trong đú cú xem xột đến vai trũ điều tiết của định hướng tập thể của nhõn viờn. Dữ liệu được thu thập từ 302 nhõn viờn khỏch sạn ở Việt Nam và mụ hỡnh phương trỡnh cấu trỳc tuyến tớnh được sử dụng để kiểm định mụ hỡnh. Kết quả cho thấy cú mối liờn hệ cú ý nghĩa giữa văn hoỏ học tập của tổ chức và sự hỗ trợ của giỏm sỏt, hỗ trợ của đồng nghiệp. Hỗ trợ của giỏm sỏt, hỗ trợ của đồng nghiệp cú ảnh hưởng tớch cực đến hành vi thương hiệu của nhõn viờn. Từ đú, hỗ trợ của giỏm sỏt, hỗ trợ của đồng nghiệp đúng vai trũ trung gian toàn phần đến mối quan hệ giữa văn hoỏ học tập của tổ chức và hành vi thương hiệu của nhõn viờn. Một phỏt hiện thỳ vị là mối liờn hệ giữa hỗ trợ giỏm sỏt, hỗ trợ của đồng nghiệp đến hành vi thương hiệu của nhõn viờn sẽ tớch cực hơn đối với những nhõn viờn cú định hướng tập thể cao hơn. Từ khoỏ: hành vi hướng đến thương hiệu; lý thuyết trao đổi xó hội; nhõn viờn khỏch sạn 783
2. 1. Introduction Market competition in the hospitality sector in Asian emerging markets, including Vietnam is intense (Dhar, 2015; Viglia et al., 2016), requiring hotels to implement differentiation strategies to maintain a competitive advantage (Sỏnchez-Pộrez et al., in press). To maintain their customer base, hotels must compete with superior service quality, as customers place increasing scrutiny on the behaviors of hotel employees, whose service excellence is essential for the success of the organizational brand (Chang, 2016). As such, hospitality scholars (e.g., Chiang et al., 2012; Piehler, 2018; Xie et al., 2014) have generally agreed on the crucial role of brand citizenship behavior (BCB) in driving superior performance of hospitality organizations. First introduced by Burmann and Zeplin (2005), BCB refers to employees’ effort beyond their immediate roles for the good of the brand and customer expectations. When employees live the brand, BCB is positively associated with employee service performance (Ngo et al., 2019), thereby inspiring customer trust in the brand (Xie et al., 2014), increasing customer satisfaction (Chiang et al., 2012), and fostering loyalty (Yakimova et al., 2017). Hospitality research has to date explained some antecedents of BCB such as internal brand management (Piehler, 2018; Porricelli , 2014), brand commitment (Burmann et al., 2009), and brand communications (Baker et al., 2014; Piehler et al., 2019) from a brand management perspective. Scholars have additionally emphasized the role of perceived organizational support (Xie et al., 2014), brand leadership (Nguyen et al., 2019), brand psychological ownership and brand-centered human resource management (Chiang et al., 2012) in strengthening BCB. Nevertheless, our understanding of what drives BCB of employees in the hospitality sector remains incomplete. Specifically, little is known about the extent to which organizational factors, support from both formal organizational agents and informal organizational agents, taking into account the influence of employees’ cultural orientation, drive the BCB of hospitality employees. By using social exchange theory, which explains how the quality of social exchange leads to reciprocity among employees (Blau, 1986), this paper advances existing knowledge on the antecedents of BCB by linking it to both organizational and cultural characteristics. First, we investigate the extent to which supervisor support and co-worker support mediate the impact of organizational learning culture on employee BCB. Second, we examine how employees’ collectivist orientation plays as a cultural factor on the relationship between organizational learning culture, supervisor support, co-worker support and employee BCB. In particular, we draw from the experience of Vietnam, a smaller Asian emerging market. As a result of economic reform policies and its WTO accession in 2007, Vietnam has become an attractive destination for tourists, with the growth in arrivals significantly increasing from 2.4 million in 2003 to a staggering 12.9 million tourists in 2017 (Vietnamese General Statistics Office, 2018). According to the World Travel and Tourism Council (2019), the industry contributed 9.2 per cent to the national GDP and employed more than 4 million people in 2018. While tourist hotels have been given more opportunities in utilizing their organizational practices for attracting tourists, they are increasingly facing severe competition, especially competition from larger foreign hotel corporations (Trinh, 2010). 784
3. 2. Literature review and hypothesis development 2.1. The concept of employee brand citizenship behavior BCB originates from the organizational citizenship behavior (OCB) concept, referring to employees’ intention to exhibit extra-role behaviors beyond their prescribed job requirements (Organ, 1988). Despite their similarity, BCB and OCB are distinctively different. The main difference between these two concepts is that BCB focuses on brand- oriented behaviors that bring a brand to life (Burmann and Zeplin, 2005), whereas OCB is related to intra-organizational behaviors only. More specifically, BCB goes beyond the scope of OCB by including externally targeted behaviors that help enhance brand identity (Burmann and Zeplin, 2005). Intra-organizational behavior includes helping co-workers with work-related problems and organizational compliance (Burmann et al., 2009). Externally targeted behaviors related to BCB include an understanding of its impact on the brand, willingness to engage customers for the benefit of the brand, clarifying customers’ misunderstanding of the brand and recommendation of the brand to others (Baker et al., 2014; Ngo et al., 2019; Xie et al., 2014; Yakimova et al., 2017). 2.2. Organizational learning culture and brand citizenship behavior To gain employees’ positive attitudes and behavior toward their organizational brand, especially to help employees undertake in-role and extra-role behavior to enhance the identity of the brand, employees need to possess the brand knowledge with respect to their roles and responsibilities (Xiong and King, 2018). The notion of organizational learning culture is an important source of formal organizational support helping employees perform their in-role and extra-role behavior. Organizational learning culture refers to “an organization skilled at creating, acquiring and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights” (Garvin, 1993, p.80). Through organizational learning culture, employees acquire knowledge about their organizational vision and mission, their organizational brand’s identity, their job responsibilities, and role clarity are supported with an environment that stimulates and rewards for learning and taking initiatives that could enhance the brand strength. As a formal organizational support mechanism, organizational learning culture helps employees enhance their brand knowledge, and demonstrates their roles and behaviors that are consistent with the brand promise of their organization. Thus, we propose the following hypothesis: H1: Employees’ perception of organizational learning culture is positively associated with their brand citizenship behavior. 2.3. Supervisor support, co-worker support and brand citizenship behavior Employees receive support from both formal agents (e.g., supervisor support) and informal agents (e.g., their co-workers) (Xiong and King, 2018). Supervisor support and co-worker support refer to the degree to which employees perceive their supervisors and colleagues help and assist them in understanding and performing their roles and responsibilities (Xiong and King, 2018). In the hospitality industry, such kinds of support are crucial in enhancing an employee’s attitudes and behavior toward their organizational brand for two major reasons. First, the hospitality industry is characterized by unfavorable 785
4. working conditions such as high workload, long and irregular working hours (Lu et al., 2016). The support from supervisors and co-workers (e.g., assistance when needed, contribution to solving job-related problems) will help employees minimize job stress and burnout, and subsequently may enhance their BCB. Second, based on social exchange theory, employees’ perception about their supervisor and co-worker support will send a message that their organization cares about them and their well-being. As such, employees are willing to engage in extra-role behavior that could help strengthen the identity of their organizational brand. Thus, our next hypotheses are: H2a: Employees’ perception of supervisor support is positively associated with their brand citizenship behavior. H2b: Employees’ perception of co-worker support is positively associated with their brand citizenship behavior. 2.4. Organizational learning culture, supervisor support and co-worker support Organizational learning culture implemented in an organization signals to its employees the extent to which the organization expects, rewards and values learning for good service provision. Indeed, organizations that emphasize the importance of learning and sharing knowledge and provide a favorable environment for their staff to learn (e.g. learn how to resolve customer-related problems effectively, learn how to serve customers in a professional manner) can send the message about how organizations emphasize the importance of service quality and every member of the organization needs to be oriented toward achieving high quality customer services. Thus, this process in turn may facilitate the development of supportive and collaborative behavior among employees and supervisors. Hence, we hypothesize the following relationships: H3a: Employees’ perception of organizational learning culture is positively associated with employees’ perceived supervisor support. H3b: Employees’ perception of organizational learning culture is positively associated with employees’ perceived co-worker support. Based on H2a, H2b and H3a, H3b, we also propose that: H4a: Employees’ perception of supervisor support mediates the relationship between organizational learning culture and employee BCB. H4a: Employees’ perception of co-worker support mediates the relationship between organizational learning culture and employee BCB. 2.5. The moderating role of employees’ collectivist orientation Employees’ collectivist orientation refers to the tendency of employees to view themselves as separable (individualism) or inseparable (collectivism) from other in-group members (Triandis, 2001; Triandis, Leung, Villareal, & Clack, 1985). According to Farh et al. (2007), Hackett, and Liang, and Wang et al. (2004) individual diversity in cultural orientation is likely to exist in a country. Caprar (2011) also found diverse cultural values among employees working in MNCs in an emerging market. Farh et al. (2007), Newman and Butler (2013), and Wang et al. (2004) argued that the relationship of perceived 786
5. organisational support on employee outcomes are stronger for people scoring low in individualism or high in collectivism. For example, individuals scoring high in collectivism are more likely to be reliant to reciprocity norms and support the organizational goals. However, none of the previous studies have explored the impact of antecedents of employee BCB under different employees’ collectivist orientation. Based on the reciprocity norms of social exchange theory, we argue that the influence of antecedents on employee BCB will be stronger for those scores low in individualism (or high in collectivism). Thus, we propose that: H5: Employees’ collectivist orientation positively moderates the influence of perceived (a) organizational learning culture, (b) supervisor support and (c) co-worker support on BCB. Figure 1. Proposed model Employee collectivist H4a orientation Supervisor H5a,b,c support H3a H2a Employee Brand Organisational H1 learning culture citizenship behavior H3b Co-worker H2b support 3. Method H4b 3.1. Data collection and sample We collected data from hotel employees in major tourist cities of Vietnam, including Hanoi capital, Ho Chi Minh city, Danang city and Hue city. These hotels are four- and five-star hotels and are among the most well-known tourist hotels in Vietnam. We contacted the hotels directly and asked for their approval to conduct a survey with their employees. After gaining their approval, we relied on the quota sampling approach to ensure that employees from various functional departments, roles and position levels were well represented (Zikmund et al., 2011). Questionnaires were distributed to employees by their respective HR departments. To assure the confidentiality and anonymity of responses, we asked employees to return the completed surveys in a sealed envelope to a confidential return box. Employees were also clearly informed that their participation was voluntary and the anonymity of respondents was ensured. We distributed a total of 520 questionnaires, and 322 questionnaires were returned, 20 of which were unusable due to missing data. Thus, a total of 302 questionnaires were used for analysis. Characteristics of respondents are shown in Table 1. 787
6. Table 1. Characteristics of the sample Characteristics Frequency Percentage Gender Male 109 36.1 Female 193 63.9 Age 20-30 178 58.9 31-40 99 32.8 Over 40 25 8.3 Working tenure Less than 1 years 45 14.9 1-less than 3 years 113 37.4 3-less than 5 years 65 21.5 5 years or more 79 26.2 Education High school 38 12.6 Diploma or Certificate 108 35.8 Undergraduate 148 49.0 Postgraduate 8 2.6 3.3. Measurements We adopted established measures from the literature of service research. All measures were on a 7-point Likert-type scale from either (1) “strongly disagree” to (7) “strongly agree”. The seven-item scale for organizational learning culture was adopted from Yang et al. (2004). Example item include “In my organization, leaders continually look for opportunities to learn”. Supervisor support was measured by four items from Chan and Lam (2011). Example item include “My supervisors always helps me solve work-related problems are willing to listen to my job-related problems”. Co-worker support was measured by four items from Chan and Lam (2011). Example item include “My co-workers are willing to listen to my job-related problems”. The scale for employees’ collectivist orientation was adapted from (Yoo and Donthu, 2002). Example item include: “Individuals should stick with the group even through difficulties”. BCB was adapted from King and Grace (2012). Example item include: “I demonstrate behaviors that are consistent with the brand promise of the company I work for”. Finally, in line with previous studies (e.g., Chiang et al., 2012; Piehler, 2018; Xie et al., 2014), demographics of respondents (gender, working tenure, education) were included as control variables. 788
7. 4. Findings 4.1. Confirmatory factor analysis As the constructs were adapted from previous studies, in order to evaluate the fit of the measurement model and check reliability and validity of the constructs, confirmatory factor analysis (CFA) was utilized. The CFA of the measurement model (five-factor model) indicated a good fit with the data (χ2/df = 2.42, CFI = 0.91, GFI = 0.85, IFI = 0.92, RMSEA = 0.07). Further, when we compared the five-factor model with the alternative models in which we combined the separate factors together, the results indicated that the five-factor model had better fit indices than the alternative models. The CFA also provided support for convergent and discriminant validity of all constructs. The standardized factor loadings for all constructs in this study ranged from 0.58 to 0.84 and were significant (p 0.05), thus H1 was not supported. However, supervisor support was positively related to employee BCB (r = 0.22, p < 0.001), thus supporting H2a, and co-worker support was positively related to employee BCB (r = 0.28, p < 0.001), thus supporting H2b. Further, organizational learning 789
8. culture was found to have positive significant effects on supervisor support and co-worker support (r = 0.68, p 0.05). Further, the bootstrapped bias-corrected confidence intervals indicated that both paths from organizational learning culture to supervisor support and to co-worker support were statistically significant (see Table 4). The standardized indirect effects from organizational learning culture on employee BCB through supervisor support and co- worker support were 0.22, p<0.01 and 0.24, p<0.01, respectively. This suggests supervisor support and co-worker support fully mediate the relationship between organizational learning culture and BCB. Thus, H4a and H4b were supported. 790
9. Table 4. Testing the mediating effects using bootstrapping Standardized 95% confidence Relationship indirect effect interval Organizational learning culture Supervisor 0.22 0.136 to 0.345 support BCB Organizational learning culture Co-worker 0.24 0.119 to 0.394 support BCB Note: p < 0.001, p < 0.01, * p < 0.05, ns: non-significant Finally, in order to test the moderating effect of employee collectivist orientation, we centered all independent and moderator variables by standardizing each variable at a mean of zero and standard deviation of 1 and created interaction terms (Aiken and West, 1991). Regarding H5a, because we did not find a significant direct relationship between organizational learning culture and employee BCB, H5a was not tested. Regarding H5b and H5c, results show that there is a significant moderating effect of employee collectivist orientation on supervisor support - BCB relationship (ò = 0.1, p < 0.05) and on co-worker support - BCB relationship (ò = 0.09, p < 0.05), supporting H5b and H5c. That is, employee collectivist orientation enhances the positive influence of supervisor support on BCB and co-worker support on BCB. Table 5. Moderating effects of employee collectivist orientation Path estimate Result Supervisor support x Employee collectivist 0.10* H5a supported orientation Employee BCB Co-worker support x Employee collectivist 0.09* H5b supported orientation Employee BCB Note: * p < 0.05 5. Discussion and implications Our research contributes to the extant literature in several ways. First, we verified that organizational learning culture, supervisor support and co-worker support have a positive influence on employee BCB in the hospitality industry. Although prior studies (Baker et al., 2014; Chang et al., 2012; Nguyen et al., 2019; Yakimova et al., 2017) have indicated internal branding practices positively influence BCB, the investigation of support from both informal organizational agents (i.e., co-worker support) and formal organizational agents (i.e., organizational learning culture, supervisor support) in cultivating employee BCB have not been explored. Through social exchange theory, we provide empirical evidence that both supervisor support and co-worker support fully mediate the relationship between organizational learning culture and employee BCB. When hotel employees are supported with organizational resources and practices, they feel a sense of obligation to reciprocate and support their organizational brand success (Blau, 791
10. 1968). This is in line with Xiong and King’s (2018) study which suggest both formal and informal support are crucial in the hospitality sector to promote employee attitudes and behavior toward their organizational brand, given that hospitality employees are likely to be facing job stress and burnout under such conditions. In particular, in the context of Vietnam which is a collectivist culture, the reciprocation is more prominent, and employees are more willing to pay back to the company (e.g. exhibiting brand support behavior) when receiving the support from their organization. Additionally, we found that the influence of supervisor support and co-worker support on hotel employee BCB vary according to employees’ collectivist orientation. Using social exchange theory to explain employee attitudes and behaviour, Rhoades and Eisenberger (2002: 711) indicated that the influence of organisational support on employee attitudes and behaviour is dependent on “employee’s acceptance of the reciprocity norm as a basis for employee-employer relationships”. Our findings show that employees high in collectivism are better able to internalise the support from their supervisors and co-workers and are more likely to reciprocate and support their organizational brand by putting extra effort into service delivery. Thus, our findings extend prior studies (Farh et al., 2007; Newman & Butler, 2014) on the impact of individual cultural orientations on the effectiveness of organisational support. Our findings suggest that hotel managers need place a strong emphasis on learning culture and support among supervisors and employees in order to foster employee BCB. Organizational learning culture helps employees enhance the brand knowledge with respect to their roles and responsibilities, which promote their confidence in delivering the brand promise of their organization. On the one hand, hotel managers can provide the necessary resources for learning and devise HR policies to reward active learning and initiatives. For example, formal mentor programs could be used to create a supportive environment among managers and employees (Xiong and King, 2018). On the other hand, hospitality managers need to stimulate informal social interactions and relationships among employees in order to promote employee BCB. Additionally, hotel managers should take into account the role of employee collectivist orientation on promoting employee BCB. For employees higher in collectivism, supervisor support and co-worker support could exert a more positive effect on employee BCB. Thus, it is recommended that hotel managers should assess employee’s collectivist orientation during the selection process. Further, hotel managers may need to create an environment that could facilitate collaboration among employees. In this study, we drew from a small sample of hotel employees in Vietnam using self-reported data. Our research findings can also be strengthened with data from multiple sources, by collecting data from not only employees but also from co-workers and supervisors. While our study focuses on the small Asian emerging market of Vietnam, validating our findings in other emerging market regions would advance our understanding of the model. Further studies can also investigate other outcomes of employee BCB such as brand loyalty, and the customer relationship from a customer perspective. 792
11. Acknowledgement This research is funded by Vietnam National Foundation for Science and Technology Development (NAFOSTED) under grant number 502.02-2018.33 REFERENCES 1. Aiken, L. S., and West, S. G. 1991. Multiple regression: Testing and interpreting interactions. Newbury Park: Sage Publications. 2. Auh, S., Menguc, B., Jung, Y. S. 2014. Unpacking the relationship between empowering leadership and service-oriented citizenship behaviors: a multilevel approach. Journal of the Academy of Marketing Science, 42(5), 558-579. 3. Baker, T. L., Rapp, A., Meyer, T., Mullins, R. 2014. The role of brand communications on front line service employee beliefs, behaviors, and performance. Journal of the Academy of Marketing Science, 42(6), 642-657. 4. Baron, R. M., Kenny, D. A. 1986. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology, 51(6), 1173-1182. 5. Belarmino, A., Koh Y. 2020. A critical review of research regarding peer-to-peer accommodations. International Journal of Hospitality Management, 84, in press. 6. Blau, P. M. 1968. Social exchange. In D. L. Sills (Ed.), International Encyclopedia of the Social Sciences, Vol. 7, 452-458. New York: MacMillan. 7. Bowen, D., Schneider, B., Kim, S. 2000. Shaping service cultures through strategic human resource management. In T. A. Swartz and D. Iacobucci (Eds.), Handbook of Services Marketing and Management: 439-454. Thousand Oaks, CA: Sage Publications. 8. Burmann, C., Zeplin, S. 2005. Building brand commitment: A behavioural approach to internal brand management. Journal of Brand Management, 12(4), 279-300. 9. Burmann, C., Zeplin, S., Riley, N. 2009. Key determinants of internal brand management success: An exploratory empirical analysis. Journal of Brand Management, 16(4), 264-284. 10. Caprar, D. V. 2011. Foreign locals: A cautionary tale on the culture of MNC local employees. Journal of International Business Studies, 42(5): 608-628. 11. Cavusgil, S., Buckley, P. 2016. Interdisciplinary perspectives on the middle-class phenomenon in emerging markets. International Business Review, 25(3), 621-623. 12. Chan, K. W., Lam, W. 2011. The trade-off of servicing empowerment on employees’ service performance: Examining the underlying motivation and workload mechanisms. Journal of the Academy of Marketing Science, 39(4), 609-628. 13. Chang, A., Chiang, H.-H., Han, T.-S. 2012. A multilevel investigation of relationships among brand-centered HRM, brand psychological ownership, brand citizenship behaviors, and customer satisfaction. European Journal of Marketing, 46(5), 626-662. 14. Chang, K.-C. 2016. Effect of servicescape on customer behavioral intentions: 793
12. Moderating roles of service climate and employee engagement. International Journal of Hospitality Management, 53, 116-128. 15. Chen, C.-F., Kao, Y.-L. 2014. Investigating the moderating effects of service climate on personality, motivation, social support, and performance among flight attendants. Tourism Management, 44, 58-66. 16. Chiang, H., Chang, A., Han, T. 2012. A multilevel investigation of relationships among brand-centered HRM, brand psychological ownership, brand citizenship behaviors, and customer satisfaction. European Journal of Marketing, 46(5), 626-662. 17. De Jong, A., de Ruyter, K., Lemmink, J. 2004. Antecedents and consequences of the service climate in boundary-spanning self-managing service teams. Journal of Marketing, 68(2), 18-35. 18. Delcourt, C., Gremler, D. D., van Riel, A. C., van Birgelen, M. 2013. Effects of perceived employee emotional competence on customer satisfaction and loyalty: The mediating role of rapport. Journal of Service Management, 24(1), 5-24. 19. Dhar, R. L. 2015. The effects of high performance human resource practices on service innovative behaviour. International Journal of Hospitality Management, 51, 67-75. 20. Farh, J.-L., Hackett, R. D., & Liang, J. 2007. Individual-level cultural values as moderators of perceived organizational support - employee outcome relationships in China: Comparing the effects of power distance and traditionality. Academy of Management Journal, 50(3): 715-729. 21. Fox, J. T. 2020. How hotel companies are working to lessen coronavirus impact, accessed 19 February 2020. 22. Fornell, C., Larcker, D. F. 1981. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39-50. 23. Gamble, J., Tian, A. W. 2015. Intra-national variation in organizational commitment: Evidence from the Chinese context. International Journal of Human Resource Management, 26(7), 948-970. 24. Garvin, D. 1993. Building a learning organization. Harvard business review, 71(4), 78- 91. 25. Goodwin, R. E., Groth, M., Frenkel, S. J. 2011. Relationships between emotional labor, job performance, and turnover. Journal of Vocational Behavior, 79(2), 538-548. 26. Gould-Williams, J. 2007. HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government. International Journal of Human Resource Management, 18(9), 1627-1647. 27. Grewal, R., Tansuhaj, P. 2001. Building organizational capabilities for managing economic crisis: The role of market orientation and strategic flexibility. Journal of Marketing, 65(2), 67-80. 28. Hartline, M. D., Ferrell, O. C. 1996. The management of customer-contact service 794
13. employees: An empirical investigation. Journal of Marketing, 60(4), 52-70. 29. Hoang, H. T., Rao Hill, S., Freeman, S., Lu, V. N., Imrie, B. C. 2017. Developing service climate in local vs. foreign firms in smaller Asian emerging markets: a resource-based and social exchange perspective. International Journal of Human Resource Management, 28(4), 627-656. 30. Hoang, H. T., Rao Hill, S., Lu, V. N., Freeman, S. 2018. Drivers of service climate: an emerging market perspective. Journal of Services Marketing, 32(4), 476-492. 31. Ivanov, S., Gretzel, U., Berezina, K., Sigala, M., Webster, C. 2019. Progress on robotics in hospitality and tourism: a review of the literature. Journal of Hospitality and Tourism Technology, 10(4), 489-421. 32. Jaworski, B. J., Kohli, A. K. 1993. Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53-70. 33. Kardes, I. 2016. Reaching middle class consumers in emerging markets: Unlocking market potential through urban-based analysis. International Business Review, 25(3), 703-710. 34. Kim, S.S., Kim, P.B., Kim, S., Kruesi, M.A 2020. An examination of progressive effects of hotel frontline employees’ brand perceptions on desirable service outcomes. International Journal of Hospitality Management, 84, article 102334. 35. King, C., Grace, D. 2012. Examining the antecedents of positive employee brand- related attitudes and behaviours. European Journal of Marketing, 46(3/4), 469-488. 36. Kline, R. B. 2011. Principle and practice of structural equation modeling (3rd ed.). New York: The GuilFord Press. 37. Kurtessis, J. N., Eisenberer, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., Adis, C. S. 2017. Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43 (6), 1854-1884. 38. Lau, R. S., Cheung, G. W. 2012. Estimating and comparing specific mediation effects in complex latent variable models. Organizational Research Methods, 15(1), 3-16. 39. Li, Y., Huang, S. S. 2017. Hospitality service climate, employee service orientation, career aspiration and performance: A moderated mediation model. International Journal of Hospitality Management, 67, 24-32. 40. Lin, P. M. C., Fan, D. X. F., Zhang, H. Q., Lau, C. 2019. Spend less and experience more: Understanding tourists’ social contact in the Airbnb context. International Journal of Hospitality Management, 83, 65-73. 41. Little, M., Dean, A. 2006. Links between service climate, employee commitment and employees' service quality capability. Managing Service Quality, 16(5), 460-476. 42. Lu, V. N., Capezio, A., Restubog, S. L. D., Garcia, P. R., Wang, L. 2016. In pursuit of service excellence: Investigating the role of psychological contracts and organizational identification of frontline hotel employees. Tourism Management, 56, 8-19. 43. Lu, V.N, Wirtz, J., Kunz, W., Paluch, S., Gruber, T., Martins, A., Patterson, P. 2020. Service robots, customers, and service employees: what can we learn from the 795
14. academic literature and where are the gaps? Journal of Service Theory and Practice, forthcoming. 44. Ma, Z., Dubộ, L. 2011. Process and outcome interdependency in frontline service encounters. Journal of Marketing, 75(3), 83-98. 45. Malhotra, N. K., Hall, J., Shaw, M., Oppenheim, P. 2002. Marketing research: An applied orientation (2nd ed.). NSW: Prentice Hall. 46. Melton, H. L., Hartline, M. D. 2013. Employee collaboration, learning orientation, and new service development performance. Journal of Service Research, 16(1), 67-81. 47. Mitchell, M. S., Cropanzano, R. S., Quisenberry, D. M. 2012. Social exchange theory, exchange resources, and interpersonal relationships: A modest resolution of theoretical difficulties. In K. Tửrnblom and A. Kazemi (Eds.), Handbook of Social Resource Theory: 99-118. New York: Springer. 48. National Restaurant Association. 2019. Hospitality industry turnover rate ticked higher in 2018, higher, accessed 7 September 2019. 49. Newman, A., & Butler, C. 2013. The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry. The International Journal of Human Resource Management, DOI: 10.1080/09585192.2013.815250. 50. Newman, A., & Butler, C. 2014. The influence of follower cultural orientation on attitudinal responses towards transformational leadership: evidence from the Chinese hospitality industry. The International Journal of Human Resource Management, 25(7): 1024-1045. 51. Ngo, L., Nguyen, N., Huynh, K., Gregory, G., Cuong, P. 2019. Converting internal brand knowledge into employee performance. Journal of Product and Brand Management, doi: 10.1108/JPBM-10-2018-2068. 52. Organ, D. W. 1988. Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books. 53. Pan, F. C. 2015. Practical application of importance-performance analysis in determining critical job satisfaction factors of a tourist hotel. Tourism Management, 46, 84-91. 54. Piehler, R. 2018. Employees’ brand understanding, brand commitment, and brand citizenship behaviour: A closer look at the relationships among construct dimensions. Journal of Brand Management, 25(3), 217-234. 55. Piehler, R., Schade, M., Burmann, C. 2019. Employees as a second audience: the effect of external communication on internal brand management outcomes. Journal of Brand Management, 26(4), 445-460. 56. Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., Podsakoff, N. P. 2003. Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903. 796
15. 57. Porricelli, M. S., Yurova, Y., Abratt, R., Bendixen, M. 2014. Antecedents of brand citizenship behavior in retailing. Journal of Retailing and Consumer Services, 21(5), 745-752. 58. Rhoades, L., & Eisenberger, R. 2002. Perceived organizational support: a review of the literature. Journal of Applied Psychology, 87(4): 698-714. 59. Sỏnchez-Pộrez, M., Illescas-Manzanoa, M. D., Martớnez-Puertas, S. (in press). You’re the Only One, or Simply the Best. Hotels differentiation, competition, agglomeration, and pricing. International Journal of Hospitality Management, doi: 10.1016/j.ijhm.2019.102362 60. Schneider, B., White, S. 2004. Service quality: Research perspectives. London: Sage Publications. 61. Schneider, B., White, S. S., Paul, M. C. 1998. Linking service climate and customer perceptions of service quality: Tests of a causal model. Journal of Applied Psychology, 83(2), 150-163. 62. Scott, K. L., Restubog, S. L. D., Zagenczyk, T. J. 2013. A social exchange-based model of the antecedents of workplace exclusion. Journal of Applied Psychology, 98(1), 37-48. 63. Solnet, D., Paulsen, N. 2006. Service climate, employee identification, and customer outcomes in hotel property rebrandings. Journal of Hospitality Marketing and Management, 13(3), 3-27. 64. Song, J., Cavusgil, E., Li, J., Luo, R. 2016. Social stratification and mobility among Chinese middle class households: An empirical investigation. International Business Review, 25(3), 646-656. 65. Tang, T. W., Tang, Y. Y. 2012. Promoting service-oriented organizational citizenship behaviors in hotels: The role of high-performance human resource practices and organizational social climates. International Journal of Hospitality Management, 31(3), 885-895. 66. Teng, C.-I., Lee, I.-C., Chu, T.-L., Chang, H.-T., Liu, T.-W. 2012. How can supervisors improve employees’ intention to help colleagues? Perspectives from social exchange and appraisal-coping theories. Journal of Service Research, 15(3), 332-342. 67. Thang, L. C., Rowley, C., Quang, T., Warner, M. 2007. To what extent can management practices be transferred between countries? The case of human resource management in Vietnam. Journal of World Business, 42(1), 113-127. 68. Triandis, H. C. 2001. Individualism‐Collectivism and Personality. Journal of Personality, 69(6): 907-924. 69. Triandis, H. C., Leung, K., Villareal, M. J., & Clack, F. L. 1985. Allocentric versus idiocentric tendencies: Convergent and discriminant validation. Journal of Research in Personality, 19(4): 395-415. 70. Trinh, T. 2010. Understanding Vietnam: A Look Beyond Facts and Figures. Working Papers. 797
16. 71. Tsaur, S., Lin, Y. 2004. Promoting service quality in tourist hotels: The role of HRM practices and service behavior. Tourism Management, 25(4), 471-481. 72. Nguyen, V. T. L, Lu, V. N., Hill, S. R., Conduit, J. 2019. The mediating role of brand knowledge on employees’ brand citizenship behaviour: Does organizational tenure matter? Australasian Marketing Journal, 27(3), 169-178. 73. Vietnamese General Statistics Office. 2018. Economic indicators of Vietnam. 74. Viglia, G., Mauri, A., Carriano, M. 2016. The exploration of hotel reference prices under dynamic pricing scenarios and different forms of competition. International Journal of Hospitality Management, 52, 46-55. 75. Wang, P., Lawler, J. J., Walumbwa, F. O., & Shi, K. 2004. Work-family conflict and job withdrawal intentions: The moderating effect of cultural differences. International Journal of Stress Management, 11(4): 392-412. 76. Williams, L. J., Hartman, N., Cavazotte, F. 2010. Method variance and marker variables: A review and comprehensive CFA marker technique. Organizational Research Methods, 13(3), 477-514. 77. Wirtz, J., Patterson, P.G., Kunz, W.H., Gruber, T., Lu, V.N., Paluch, S., Martins, A. 2018. Brave new world: service robots in the frontline. Journal of Service Management, 29(5), 907-931. 78. World Economic Forum. 2019. Aviation, Travel and Tourism. accessed 7 September 2019. 79. Xie, L.-S., Peng, J.-M., & Huan, T.-C. 2014. Crafting and testing a central precept in service-dominant logic: Hotel employees’ brand-citizenship behavior and customers’ brand trust. International Journal of Hospitality Management, 42, 1-8. 80. Xiong, L., & King, C. 2018. Too much of a good thing? Examining how proactive personality affects employee brand performance under formal and informal organizational support. International Journal of Hospitality Management, 68, 12-22. 81. Yakimova, R., Mavondo, F., Freeman, S., Stuart, H. 2017. Brand champion behaviour: Its role in corporate branding, Journal of Brand Management, 24 (6), 575-591. 82. Yang, B., Watkins, K. E., Marsick, V. J. 2004. The construct of the learning organization: Dimensions, measurement, and validation. Human Resource Development Quarterly, 15(1), 31-55. 83. Zhu, Y., Freeman, S., Cavsugil, S. T. (2018) Service quality delivery in a cross- national context. International Business Review, 27(5), 1022-1032. 84. Zikmund, W. G., Ward, S., Lowe, B., Winzar, H., Babin, B. 2011. Marketing Research (2nd Asia-Pacific ed.). Australia: Cengage Learning. 85. Zou, W.-C., Tian, Q., Liu, J. 2015. Servant leadership, social exchange relationships, and follower's helping behavior: Positive reciprocity belief matters. International Journal of Hospitality Management, 51,147-156 798