Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/61376
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dc.contributorSchool of Hotel and Tourism Managementen_US
dc.creatorLi, Men_US
dc.creatorHsu, CHCen_US
dc.date.accessioned2016-12-19T08:55:39Z-
dc.date.available2016-12-19T08:55:39Z-
dc.identifier.issn0278-4319en_US
dc.identifier.urihttp://hdl.handle.net/10397/61376-
dc.language.isoenen_US
dc.publisherPergamon Pressen_US
dc.rights© 2016 Elsevier Ltd. All rights reserved.en_US
dc.rights© 2016. This manuscript version is made available under the CC-BY-NC-ND 4.0 license https://creativecommons.org/licenses/by-nc-nd/4.0/en_US
dc.rightsThe following publication Li, M., & Hsu, C. H. C. (2016). Linking customer-employee exchange and employee innovative behavior. International Journal of Hospitality Management, 56, 87-97 is available at https://doi.org/10.1016/j.ijhm.2016.04.015en_US
dc.subjectCustomer-employee exchangeen_US
dc.subjectEmployee innovative behavioren_US
dc.subjectHarmonizationen_US
dc.subjectInformation exchangeen_US
dc.subjectSocial psychological climateen_US
dc.subjectSolidarityen_US
dc.titleLinking customer-employee exchange and employee innovative behavioren_US
dc.typeJournal/Magazine Articleen_US
dc.identifier.spage87en_US
dc.identifier.epage97en_US
dc.identifier.volume56en_US
dc.identifier.doi10.1016/j.ijhm.2016.04.015en_US
dcterms.abstractEmployee 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.en_US
dcterms.accessRightsopen accessen_US
dcterms.bibliographicCitationInternational journal of hospitality management, July 2016, v. 56, p. 87-97en_US
dcterms.isPartOfInternational journal of hospitality managementen_US
dcterms.issued2016-07-
dc.identifier.isiWOS:000379376200010-
dc.identifier.scopus2-s2.0-84965177417-
dc.identifier.eissn1873-4693en_US
dc.description.oaAccepted Manuscripten_US
dc.identifier.FolderNumberSHTM-0902-
dc.description.fundingSourceSelf-fundeden_US
dc.description.pubStatusPublisheden_US
dc.identifier.OPUS6640865-
dc.description.oaCategoryGreen (AAM)en_US
Appears in Collections:Journal/Magazine Article
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