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Based on the ability–motivation–opportunity (AMO) model, this research aims to examine the hierarchical impact of high-performance human resource practices (HPHRPs) on the work practices and service performance of hospitality organizations.

Through an extensive analysis of time-lagged, multilevel and multisource data encompassing 721 employees and 153 stores across 17 restaurant brands in Taiwan, this study illuminated the hierarchical impact of HPHRPs in fostering a service-oriented environment.

This study reveals that HPHRPs have a direct positive effect on service performance. It also highlights an exclusive indirect positive impact, indicating that HPHRPs contribute to elevated service performance through the multilevel mediating effect of team engagement. A distinctive aspect of this study is that it identifies service climate as a critical multilevel moderator, strengthening the positive relationship between HPHRPs and team engagement. Additionally, service climate is found to be a key factor that amplifies the indirect multilevel positive effect HPHRPs have on service performance by reinforcing team engagement.

Strategically implementing robust HPHRPs, fostering a stimulating work environment and emphasizing team interaction can help hospitality organizations cultivate workplaces that deliver unparalleled guest experiences.

This study offers a strategic roadmap for the hospitality industry with a comprehensive multilevel HPHRPs framework that is customized to the specific needs of the workforce, and focused on fostering a service climate to maximize the positive outcomes of service excellence.

This paper aims to integrate leader–member exchange (LMX), creativity and performance research and to develop a model to investigate the relationships among LMX, task motivation, creativity and performance in the hospitality industry.

Structural equation modeling (SEM) with bootstrap estimation was conducted with a sample of 312 leader–employee dyadic data from international tourist hotels in Taiwan.

The results revealed that LMX positively affected performance and creativity. Most important of all, task motivation was found to mediate the relationship between LMX and creativity, while both task motivation and creativity were found to mediate the relationship between LMX and performance.

With efforts to combine research variables into a unified theoretical model, this study is the first in the field of hospitality research which explores the two-path mediating effects of these relationships in an integrated SEM framework. More specifically, this study provides a synthesized perspective with bootstrap analyses to broaden hotel research with regard to LMX and examine its influences on employees’ creativity and performance.

The results of this study suggest that human resource departments in hotel companies should provide training programs for supervisors and employees to enhance their reciprocal relationships, and establish reward mechanisms to encourage the development of more creative services at work.

This study added to the literature with its use of a non-Western sample, and extended the prior research in the context of the hospitality industry. Overall, the conclusions provide empirical evidence in an integrated model that task motivation can strengthen the influence of LMX on creativity and can also nourish the influence of creativity on employee performance.

Experiential learning is considered to be a crucial factor in students' perceived learning outcomes. This study aims to explore the development of a mechanism in hospitality education and to analyze the learning outcomes (i.e. perceived quality, perceived value and learning satisfaction) using experiential learning (i.e. previous learning experience and personalized learning environment).

The course design consisted of two activities (instructing and learning activities) and three phases (before, during and after class) using the Moodle version 3.5 online platform as the educational and training site to sustain e-learning archives and activities. A longitudinal survey using a sample of 207 hospitality students in blended e-learning environment indicates positive relationships among the previously mentioned factors.

Results indicated that both previous learning experience and personalized learning environment have positive direct effects on perceived quality and perceived value, while both perceived quality and perceived value have positive direct effects on learning satisfaction. Furthermore, both perceived quality and perceived value mediate the relationship between previous learning experience and learning satisfaction, as well as the relationship between personalized learning environment and learning satisfaction.

These findings sustain the value of experiential learning, particularly the curriculum, student and faculty development in sustainable development education for hospitality.

On the basis of social identity theory, the purpose of this study is to simultaneously examine how social-based identity (i.e. organizational identification and supervisor support) and personal-based identity (i.e. work-related characteristics and job embeddedness) influence employees’ service sabotage.

By using a sample of 685 employee–customer dyads, this study investigated whether the cross-level moderating roles of organizational identification and supervisor support can activate linkage between work-related characteristics and job embeddedness.

The results of this study indicated that job embeddedness mediates the multiple cross-level effects of organizational identification, supervisor support and work-related characteristics on service sabotage. Moreover, work-related characteristics influence job embeddedness more positively in higher than lower levels of organizational identification and supervisor support.

This study provides a valuable approach to effective management practices, helps to clarify identification at work and expands perceived external prestige for hospitality companies.

These findings support that identity in organizations can be recognized as one of the fundamental concepts that influence individual psychological traits, capabilities, bodily attributes, group classifications and organizational effectiveness.

The purpose of this study was based on the job demands -resources model (Bakker et al., 2004) and conservation of resources theory (Hobfoll, 1989) by using three levels of variables, namely, company (i.e., perceived organizational support), department (i.e., abusive supervision), and employee (i.e., deep acting, surface acting, and self-efficacy) levels, to investigate its interactions with contextual influences on service quality and its linkage with customer loyalty.

A three-level hierarchical linear model was examined in research settings by using a dyadic data set of 1,082 service employees and customers in international tourist hotels.

Findings revealed that deep acting relates positively to service quality, surface acting relates negatively to service quality, and service quality relates positively to customer loyalty. For the three-level interactions, the positive relationship between deep acting and service quality was strengthened by perceived organizational support (POS) and self-efficacy but weakened by abusive supervision. By contrast, the negative relationship between surface acting and service quality was mitigated by POS and self-efficacy but exacerbated by abusive supervision.

Given the importance of emotional labor research in the hospitality industry, the current study contributes to the areas of service quality and customer loyalty and suggests future directions for hospitality research.

The purpose of this paper is to first integrate incorporated commitment, self-identity, and moral responsibility with the theory of planned behaviour (TPB) to predict the green food and beverage (GFB) behaviours in protecting food environment. Moreover, this study also identified the key influential factors of green behaviours and analysed the mediation effects of commitment in this extended TPB model.

The structural equation modelling based on 793 college students was used to verified the goodness-of-fit and direct effects of the extended TPB model of GFBs, and bootstrap method was also used to examine the indirect effects.

The results of this study revealed commitment, perceived behavioural control (PBC), and perceived knowledge of GFBs were the most influential factors of GFBs. Furthermore, this study also verify that PBC influences civic behaviour pertaining to GFBs, and commitment mediated the effects of subjective social norms between PBC and GFBs.

This study provided value for GFBs that prompting people to exhibit civic behaviour pertaining and commitment to GFBs as well as ensuring environmentally sustainable development of GFBs.

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple cross-level mediation processes. This study also investigated whether psychological empowerment, positive psychological capital, job characteristics and job embeddedness can activate the linkage of the aforementioned trickle-down effects.

This study draws data from 826 international tourist hotel employees at different times with hierarchical linear modeling (HLM) analyses.

Multiple cross-level mediation analyses indicate that (1) psychological empowerment mediates the cross-level influences of empowering leadership on job characteristics and positive psychological capital; (2) positive psychological capital mediates the cross-level influences of empowering leadership on job embeddedness and proactive work behavior; and (3) job embeddedness mediates the cross-level influences of psychological empowerment and job characteristics on proactive work behavior.

In the post-pandemic era, the valuable trickle-down effects of empowering leadership could spill over into employees' positive beliefs of psychological empowerment, which ultimately benefit working responsibility and organizational operations.

The results support and suggest that maximizing the benefits of empowering leadership could eventually foster proactivity and performance in the workplace under hospitality and tourism settings.

The purpose of this study is to investigate the influences of Maignan et al.’s (1999) four-dimension model of corporate citizenship (based on economic, ethical, legal and discretionary responsibilities) on business performance in the hospitality sector.

This study obtained its empirical evidence from international tourist hotels in Taiwan and applied structural equation modeling (SEM) analyses.

The results show that ethical and sustainable practices of corporate citizenship have positive effects on employee affective organizational commitment, organizational innovation and customer loyalty, while affective organizational commitment, innovation and customer loyalty all have positive effects on business performance. Most important of all, bootstrap estimations based on SEM show that corporate citizenship has indirect positive effects on business performance through the mediating roles of affective organizational commitment, innovation and customer loyalty.

While most prior studies were conducted in Western contexts, based on this work’s empirical investigation of international hotels in Taiwan, it is concluded that proactive corporate social responsibility strategies and practices, such as corporate citizenship, can ultimately increase the overall effectiveness of the hospitality industry in a Chinese context.

The purpose of this paper is to examine the relationships among choice of industry diversification, capabilities and business group performance, as well as to point out the potential concern about endogenous role of industry diversification.

Using data from the top 100 business groups in Taiwan from TEJ database. This study uses Heckman’s two-step estimation procedure and contingency model to achieve unbiased results and examine our hypotheses.

The results of this study find that if business groups’ marketing or operational capabilities are strong they should adopt a high level of diversification strategy and if business groups’ R&D capability is strong they should adopt a low level one. The results of this study also show that the endogenous problem of industry diversification exists, and needs to be considered. Moreover, our finding confirms the importance of capability–strategy fit, which, in turn, can achieve better performance.

On average, high industry diversification groups perform better than low industry diversification groups after controlling for endogeneity issues. Business groups can achieve better performance if their strategy choices match the capabilities they encounter. Managers should pay attention to strategy-capability fit issues. Specifically, they should review their organizational capabilities as well as check their strategies within firms.

This study is one of the first that attempts to explore the endogenous role of diversification strategy choices, and empirical examine strategy-capability fit on business group performance.