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Available. Open Access. Open Access
Article
Publication date: 21 February 2018

Maria Ek Styvén and Tim Foster

The purpose of this paper is to analyse factors influencing the propensity to share travel experiences in social media during a trip, across a sample of Millennial and Generation…

7314

Abstract

Purpose

The purpose of this paper is to analyse factors influencing the propensity to share travel experiences in social media during a trip, across a sample of Millennial and Generation Z consumers in three different countries.

Design/methodology/approach

An online survey was sent to consumers between 16 and 30 years in Sweden, UK and India. Structural equation modelling and multigroup analysis was conducted to compare results between countries and generations.

Findings

Young travellers’ need for uniqueness (NFU) and opinion leadership (OL) with regard to travel tends to increase their propensity to share travel experiences in social media during a trip. Reflected appraisal of self is strongly related to NFU and OL and may therefore indirectly influence the propensity to share. Some differences were found between generations and countries.

Research limitations/implications

Future research could consider comparisons between travellers from younger and older generations. The hypotheses formulated in this study could be tested in other countries. Further adaptions or extensions of existing NFU scales to fit in the travel and tourism context are suggested.

Practical implications

Millennial and Gen Z consumers will constitute an increasing part of travellers and visitors in the future. Through a better understanding of their behaviour, tourism managers can design strategies to engage them and increase electronic word-of-mouth (eWOM).

Originality/value

This study contributes by addressing the lack of research on “self”-related drivers of eWOM in general social media during the trip, and by providing an international perspective through cross-cultural comparisons.

Details

Journal of Tourism Futures, vol. 4 no. 1
Type: Research Article
ISSN: 2055-5911

Keywords

Available. Open Access. Open Access
Article
Publication date: 20 February 2023

Caitlin Ferreira, Jeandri Robertson, Raeesah Chohan, Leyland Pitt and Tim Foster

This methodological paper demonstrates how service firms can use digital technologies to quantify and predict customer evaluations of their interactions with the firm using…

1418

Abstract

Purpose

This methodological paper demonstrates how service firms can use digital technologies to quantify and predict customer evaluations of their interactions with the firm using unstructured, qualitative data. To harness the power of unstructured data and enhance the customer-firm relationship, the use of computerized text analysis is proposed.

Design/methodology/approach

Three empirical studies were conducted to exemplify the use of the computerized text analysis tool. A secondary data analysis of online customer reviews (n = 2,878) in a service industry was used. LIWC was used to conduct the text analysis, and thereafter SPSS was used to examine the predictive capability of the model for the evaluation of customer-firm interactions.

Findings

A lexical analysis of online customer reviews was able to predict evaluations of customer-firm interactions across the three empirical studies. The authenticity and emotional tone present in the reviews served as the best predictors of customer evaluations of their service interactions with the firm.

Practical implications

Computerized text analysis is an inexpensive digital tool which, to date, has been sparsely used to analyze customer-firm interactions based on customers' online reviews. From a methodological perspective, the use of this tool to gain insights from unstructured data provides the ability to gain an understanding of customers' real-time evaluations of their service interactions with a firm without collecting primary data.

Originality/value

This research contributes to the growing body of knowledge regarding the use of computerized lexical analysis to assess unstructured, online customer reviews to predict customers' evaluations of a service interaction. The results offer service firms an inexpensive and user-friendly methodology to assess real-time, readily available reviews, complementing traditional customer research. A tool has been used to transform unstructured data into a numerical format, quantifying customer evaluations of service interactions.

Details

Journal of Service Theory and Practice, vol. 33 no. 2
Type: Research Article
ISSN: 2055-6225

Keywords

Available. Content available
Article
Publication date: 10 September 2017

Debra Zahay

480

Abstract

Details

Journal of Research in Interactive Marketing, vol. 11 no. 4
Type: Research Article
ISSN: 2040-7122

Available. Open Access. Open Access
Article
Publication date: 4 June 2018

Fabio Corbisiero and Elisabetta Ruspini

2696

Abstract

Details

Journal of Tourism Futures, vol. 4 no. 1
Type: Research Article
ISSN: 2055-5911

Available. Open Access. Open Access
Article
Publication date: 21 November 2024

Nelesh Dhanpat

This research proposes a new construct towards the job crafting theory, termed job crafting agility. The study provides the potential contributions of job crafting agility in the…

202

Abstract

Purpose

This research proposes a new construct towards the job crafting theory, termed job crafting agility. The study provides the potential contributions of job crafting agility in the context of rethinking behaviours in organizations during times of disruption and change.

Design/methodology/approach

A conceptual analysis is followed to present the construct of job crafting agility, based on a review of job crafting and agility literature.

Findings

The research proposes job-crafting agility as a dynamic and proactive process of balancing job demands and resources in response to changing or fluctuating circumstances. The study provides four propositions on job-crafting agility. This research contributes to the existing literature by proposing a new construct, job-crafting agility that can help organizations and employees adapt to changing circumstances during disruption and change. It highlights the unique components of job-crafting agility and its theoretical foundations and distinguishes the new construct from other forms of job crafting.

Research limitations/implications

The construct of job crafting agility is new and requires further empirical validation. It presents several propositions as recommendations for future studies.

Practical implications

The paper provides practical implications for organizations and managers on promoting job crafting agility among employees. It emphasizes the importance of creating a work environment that encourages flexibility, experimentation and learning to enable employees to adjust to changing circumstances effectively.

Originality/value

This research makes a novel contribution by introducing and defining job crafting agility, and advances job crafting theory by exploring how job crafting agility can foster resilience and positive organizational outcomes amid continual change and disruption.

Details

International Journal of Organization Theory & Behavior, vol. 28 no. 1
Type: Research Article
ISSN: 1093-4537

Keywords

Available. Open Access. Open Access
Article
Publication date: 30 September 2024

Mohammed Yasin Ghadi

This study aims to test a proposed model that examines the mediating role of psychological meaningfulness and the moderating role of organizational identification in the…

503

Abstract

Purpose

This study aims to test a proposed model that examines the mediating role of psychological meaningfulness and the moderating role of organizational identification in the relationship between visionary leadership and job crafting.

Design/methodology/approach

The study used a survey to collect data from 242 employees from various sectors in Jordan. The collected data was used to examine how visionary leadership impacts job crafting behaviors, relying on partial least squares structural equation modeling to test the study’s hypotheses.

Findings

By testing the proposed hypotheses, the results provided evidence that a positive relationship exists between visionary leadership and job crafting. Furthermore, the results indicated that psychological meaningfulness is a mediator. Lastly, the authors found that the relationship between visionary leadership and job-crafting behaviors is moderated by organizational identification.

Research limitations/implications

The study has limitations that should be considered. First, the cross-sectional design impedes establishing causal relationships between variables (Setia, 2016). Future research should use longitudinal or experimental designs for more robust evidence on the directionality and causality of identified relationships. Second, using self-report measures introduces potential common method bias. To enhance reliability, future studies could explore objective measures or alternative data collection methods. Lastly, the study’s findings are based on a specific sample and context, raising concerns about generalizability. Addressing this limitation requires replication across diverse industries, organizational sizes and cultural contexts to validate external validity.

Practical implications

This study emphasizes practical implications for organizations, advocating the development of visionary leadership skills to inspire an environment conducive to job crafting. Nurturing psychological meaningfulness is also crucial, with training programs designed to enhance both visionary leadership and the meaningfulness of work experiences. Additionally, the study underscores the amplifying role of organizational identification in strengthening the positive effects of visionary leadership on employees’ sense of purpose, suggesting initiatives to foster a sense of belonging for collective success.

Social implications

Socially, encouraging visionary leadership and meaningful work can enhance job-crafting behaviors, fostering a positive workplace culture. Emphasizing organizational identification may contribute to a sense of purpose among employees, promoting collective success. By prioritizing these aspects, organizations can positively impact the well-being and engagement of individuals within the broader social context, potentially influencing societal perceptions of work and leadership.

Originality/value

This study explores how visionary leadership affects job crafting through psychological meaningfulness and organizational identification. It shows that visionary leadership positively influences job crafting, emphasizing leaders’ role in fostering commitment. Using a moderated mediation model, it provides new insights into job crafting across various contexts.

Details

RAUSP Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2531-0488

Keywords

Available. Open Access. Open Access
Article
Publication date: 27 June 2024

Danina Mainka, Annika Pestotnik and Sarah Altmann

Whereas job crafting and idiosyncratic deals (i-deals) have primarily been studied in white-collar jobs, there is a lack of research on job design in less skilled and highly…

1009

Abstract

Purpose

Whereas job crafting and idiosyncratic deals (i-deals) have primarily been studied in white-collar jobs, there is a lack of research on job design in less skilled and highly structured work. Our study addresses this gap by analyzing the effects of transformational leadership on job crafting and i-deals in blue- and white-collar jobs.

Design/methodology/approach

To test our hypotheses, we surveyed 285 employees (31.9% blue-collar employees and 68.1% white-collar employees) in the German craft industry, using structural equation modeling for data analysis.

Findings

Our results show that transformational leadership is a strong predictor of job crafting and i-deals but that its influence depends on the occupational group. More specifically, the moderating role of the occupational group in the relationship between transformational leadership and job crafting differs regarding job crafting’s dimensions. Concerning i-deals, transformational leadership’s influence on both development and task i-deals is stronger in white-collar jobs than it is in blue-collar jobs.

Practical implications

The study provides new insights into the important role of the work context in which leadership takes place. In particular, these insights can guide leaders in how to manage different occupational groups to engage them in proactive behaviors.

Originality/value

This study is the first to compare the contextual roles of blue- and white-collar jobs with regard to job design. By examining the influence of transformational leadership on job crafting and i-deals in two occupational groups, our study contributes to research on the role of work context in the effectiveness of transformational leadership in encouraging employees to engage in proactive behaviors.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Available. Content available
Article
Publication date: 14 February 2022

Michal Biron, Wendy J. Casper and Sumita Raghuram

The purpose of this study is to offer a model explicating telework as a dynamic process, theorizing that teleworkers continuously adjust – their identities, boundaries and…

2415

Abstract

Purpose

The purpose of this study is to offer a model explicating telework as a dynamic process, theorizing that teleworkers continuously adjust – their identities, boundaries and relationships – to meet their own needs for competence, autonomy and relatedness in their work and nonwork roles.

Design/methodology/approach

This study uses the lens of job crafting to posit changes teleworkers make to enhance work-nonwork balance and job performance, including time-related individual differences to account for contingencies in dynamic adjustments. Finally, this study discusses how feedback from work and nonwork role partners and one’s self-evaluation results in an iterative process of learning to telework over time.

Findings

This model describes how teleworkers craft work and nonwork roles to satisfy needs, enhancing key outcomes and eliciting role partner feedback to further recraft telework.

Research limitations/implications

The propositions can be translated to hypotheses. As such the dynamic model for crafting telework can be used as a basis for empirical studies aimed at understanding how telework adjustment process unfolds.

Practical implications

Intervention studies could focus on teleworkers’ job crafting behavior. Organizations may also offer training to prepare employees to telework and to create conditions under which teleworkers’ job crafting behavior more easily translates into need satisfaction and positive outcomes.

Social implications

Many employees would prefer to work from home, at least partly, when the COVID-19 crisis is over. This model offers a way to facilitate a smooth transition into this work mode while ensuring work nonwork balance and performance.

Originality/value

Most telework research takes a static approach to focus on the work–family interface. This study proffers a dynamic approach suggesting need satisfaction as the mechanism enabling one to combine work and domestic roles and delineating how feedback enables continuous adjustment in professional and personal roles.

Details

Personnel Review, vol. 52 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Available. Content available
Article
Publication date: 30 January 2007

Peter Curwen

77

Abstract

Details

info, vol. 9 no. 1
Type: Research Article
ISSN: 1463-6697

Available. Open Access. Open Access
Article
Publication date: 15 January 2018

Tim Atkinson

This application brief covers, “The Final Question”, an alternative essay design that encourages the learner to think creatively in Ph.D. Organization Theory or Leadership…

34

Abstract

This application brief covers, “The Final Question”, an alternative essay design that encourages the learner to think creatively in Ph.D. Organization Theory or Leadership courses. “The Final Question” asks, “Do leaders change organizations or do organizations change leaders?” It is a simple question, but only the first in a series of prompts that guide Ph.D. learners on a path to become more creative thinkers. First, the learner must explore two knowledge domains in detail: Leadership Theory and Organization Theory. Next, the learner must combine information from each domain to create novel ideas about leadership action in organizational contexts. Finally, the learner must name the new concepts and share them with other learners.

Details

Journal of Leadership Education, vol. 17 no. 1
Type: Research Article
ISSN: 1552-9045

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