Financial problems of football clubs during economic crises (such as COVID-19 pandemic) highlight the necessity of achieving economic sustainability. In addition, the economic…
Abstract
Purpose
Financial problems of football clubs during economic crises (such as COVID-19 pandemic) highlight the necessity of achieving economic sustainability. In addition, the economic sustainability of football clubs is accepted as a principle of the development of sports business. Therefore, it is reasonable to conduct a study with the aim of examining economic sustainability in the field of sports club management.
Design/methodology/approach
The present study adopted a qualitative approach to research and used semi-structured interviews in order to develop a framework for the economic sustainability of football clubs. A total of 13 members of football clubs in the Iranian premier league participated in this study.
Findings
The findings highlighted the fact that a number of factors, including media and social networks, entrepreneurship and development of club business, commercialization of the club, privatization, investment and ownership, strategic communication plan, financial management and management instability, promoted the economic sustainability of football clubs and improved their financial performance.
Originality/value
This study highlighted the importance of the changes in the structure of football clubs and the strategic plans for promoting entrepreneurship and commercialization. Moreover, it underlined the major role of the environmental and management components of football clubs in their financial sustainability.
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Hooman Shahidi, Khairul Anuar Mohd Ali and Fazli Idris
The idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of…
Abstract
Purpose
The idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.
Design/methodology/approach
The sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.
Findings
Results indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).
Research limitations/implications
The first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.
Practical implications
As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).
Social implications
As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed.
Originality/value
This paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.
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Ibrahim M. Mkheimer, Kareem M. Selem, Ali Elsayed Shehata, Kashif Hussain and Marta Perez Perez
This study investigates the relationship between leaders' ethical behaviors and internal whistleblowing among hotel employees through the mediation role of organizational…
Abstract
Purpose
This study investigates the relationship between leaders' ethical behaviors and internal whistleblowing among hotel employees through the mediation role of organizational virtuousness. According to the conceptual framework, ethical leadership creates a virtuous workplace and encourages whistleblowing.
Design/methodology/approach
A survey approach with responses of 442 employees from Egyptian five-star hotels was used. Structural equation modeling (SEM) was used to test the hypotheses proposed based on leader–member exchange (LMX) and ethical leadership theories.
Findings
Ethical leadership has a favorable impact on organizational virtuousness and, as a result, has a significant impact on whistleblowing intention. The ethical leaders–subordinates' intents to whistleblow association partially mediated organizational virtuousness. To assist them in reporting ethics violations, most hotel employees require organizational characteristics, such as organizational climate and psychological empowerment, in addition to individual characteristics, such as moral bravery and ethical efficacy.
Originality/value
The conceptual framework of this paper adds a new guide for future research related to the hospitality literature, which is how employees' intent to internal whistleblowing. As such, senior management should serve as a moral role model for hotel employees, inspiring them to be moral and allowing them to participate in decision-making.
研究目的
本研究擬透過組織德行所扮演的仲介角色,去探討領導者的道德行為與酒店員工間內部舉報的相互關係。根據有關的概念框架,領導倫理會為機構創造一個富有道德的工作場所,以及鼓勵員工互相舉報不當的行為。
研究設計/方法/理念
研究採用調查方法進行,數據來自442名於埃及五星級酒店工作的僱員的回覆。研究人員以結構方程模型來測試研究的假設 - 研究的假設乃根據領導者-成員交換理論和倫理型領導理論而提出的。
研究結果
領導倫理會給組織美德帶來積極的影響,因此,領導倫理也會給舉報動機帶來重要的影響。領袖-下屬舉報合夥人合乎道德的動機,對組織美德起著仲介作用。若要酒店僱員舉報違反道德規範的行為,除了僱員須有個人特質、如道德勇氣和倫理效能等之外,酒店亦須具備一些組織特徵、如組織氛圍和心理賦權等。
研究的原創性/價值
本研究的概念框架,給探討僱員作內部舉報行為的動機的學者提供新的指引,為餐旅業的研究提供方向。組織的高級管理人員應以身作則,為僱員建立道德典範,鼓勵他們遵循道德規範而行事,並容許他們參與決策。
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Alireza Nazarian, Ehsan Zaeri, Pantea Foroudi, Amirreza Afrouzi and Peter Atkinson
This study explores the impact of ethical and authentic leadership on employees' workplace perceptions, focusing on organisational citizenship behaviour (OCB), trust in leader…
Abstract
Purpose
This study explores the impact of ethical and authentic leadership on employees' workplace perceptions, focusing on organisational citizenship behaviour (OCB), trust in leader, commitment, employee voice and empowerment in independent hotels across two contrasting Global Leadership and Organizational Behaviour Effectiveness (GLOBE) clusters: Germanic and Middle-Eastern clusters. It examines how national culture influences these relationships in the hospitality industry.
Design/methodology/approach
Data were collected from 1,678 employees in independent hotels in the Germanic European cluster (Germany and the Netherlands) and the Middle-Eastern cluster (Qatar and Turkey) using selective and snowball sampling techniques. Hypotheses were tested using two-stage structural equation modelling.
Findings
Ethical leadership significantly affects employee voice in Germany and the Netherlands but not in Qatar and Turkey. Authentic leadership positively influences employee voice in Qatar, Turkey and Germany but does not significantly impact trust in leader in any of the four countries. The study underscores the role of cultural dimensions, particularly power distance, in shaping these relationships.
Originality/value
This research contributes to the literature by investigating the effects of ethical and authentic leadership on key organisational variables in culturally diverse contexts within the hospitality industry. The findings highlight the necessity of considering national culture in leadership practices and suggest practical implications for independent hotels to adapt their leadership approaches to enhance employee outcomes. Future research should explore cultural dimensions as moderators in organisational relationships.
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Mohammed Ali Al-Awlaqi, Ammar Mohamed Aamer, Maged Mohammed Barahma and Mohamed Battour
The purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous…
Abstract
Purpose
The purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.
Design/methodology/approach
The participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.
Findings
We found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.
Originality/value
Although, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.
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Fahimeh Dousthosseini, Manijeh Haghighinasab and Pantea Foroudi
In this article, the authors try to determine why and under what conditions consumers intend to buy green and what the consequences are. Relying on theories of reasoned action and…
Abstract
In this article, the authors try to determine why and under what conditions consumers intend to buy green and what the consequences are. Relying on theories of reasoned action and theory of planned behaviour (TPB), the authors offer that the green purchase intention (GPI) is impressed by environmental and personality components. Provide statements about the determinants and key implications of such market identification.
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Alireza Nazarian, Peter Atkinson, Pantea Foroudi and Karen Dennis
This study aims to identify factors that managers can influence to improve effectiveness by examining the relationship between leadership and effectiveness in small and…
Abstract
Purpose
This study aims to identify factors that managers can influence to improve effectiveness by examining the relationship between leadership and effectiveness in small and medium-sized independent hotels.
Design/methodology/approach
In total, 272 valid questionnaires were collected from managers of 83 small and medium-sized independent hotels in the Netherlands by using selective and snowball sampling techniques. A two-stage structural equation modelling approach was used to test the hypotheses.
Findings
Surprisingly, in contradiction to previous studies, neither transactional nor transformational leadership had a direct effect on organisational effectiveness. Instead, the effect was through the intervening variables of ability to acquire resources and reward mechanisms.
Research limitations/implications
The contradiction between this and previous studies may be due to the fact that constructs used in this study do not have the universal applicability that is customarily assumed and further investigation is needed.
Practical implications
This study suggests that managers in this type of hotel, first, should be adaptable in their leadership style and not rely on transactional leadership alone; second, managers must pay attention to resource acquisition; and third, managers must retain staff by using the right reward mechanism.
Originality/value
This study contributes to the literature of leadership and effectiveness in small and medium-sized independent hotels by being the first to focus on the impact of ability to acquire resources and reward mechanism. It also makes an important contribution to the growing body of hospitality literature that probes the supposed universal validity of organisational studies’ constructs.
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Abuelhassan Elshazly Abuelhassan and Ali AlGassim
Based on social exchange theory (SET) and conservation of resources (COR) theory, this study aims to examine the unique combined impact of procedural justice (PJ) and distributive…
Abstract
Purpose
Based on social exchange theory (SET) and conservation of resources (COR) theory, this study aims to examine the unique combined impact of procedural justice (PJ) and distributive justice (DJ) on proactive customer service performance (PCSP) and general self-efficacy (GSE) in the hospitality industry. It also estimates these variables’ joint effect on PCSP controlling GSE.
Design/methodology/approach
The study’s results were derived from a sample of 380 frontline supervisor–subordinate dyads, placed in 18 five-star hotels, through three-wave data collection. The hypotheses and construct validity were generated through structural equation modeling.
Findings
The combined impact of DJ and PJ on GSE and PCSP was significantly positive, and GSE mediated the relationships between DJ and PCSP as well as PJ and PCSP.
Practical implications
To improve service employees’ GSE and PCSP, hospitality management should guide and encourage managers to highlight and maintain organizational justice (OJ) in all their strategies and operations. DJ and PJ are advised to appreciate service employees’ GSE and extra-role behaviors (e.g. PCSP) through providing organizational resources.
Originality/value
This paper offers unique practical and theoretical contributions to the hospitality industry and associated literature by implementing SET and COR theory with OJ, GSE and PCSP constructs.