This paper analyzes the relationship between quality management (QM) and knowledge transfers. The study of QM was tackled by analyzing the degree of implementation of the different practices that compose it. Hypotheses are developed on the relationship between some QM practices and knowledge transfers. Both the proposed model and the hypotheses were tested on a sample of 197 Spanish firms. The results confirm the importance of the different QM practices on internal and external knowledge transfers. #

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Purpose The purpose of this paper is to examine the dimensions of e-service quality, its effects on e-satisfaction and e-trust and its impact on behavioural and attitudinal loyalty in Jordanian youth users of online retailing. Design/methodology/approach The scale proposed in this study has been specifically constructed using the four models most recognised for measuring e-service quality: E-S-QUAL, WebQual, eTransQual and eTailQ. The dimensions used in this study are efficiency, privacy, reliability, emotional benefit and customer service. The research model was statistically tested by students in Jordan, using Amazon.com. Findings It is found that privacy, reliability, emotional benefit and customer service are important elements to measure the e-service quality, but efficiency is not. E-trust was found to be an antecedent of e-satisfaction, and behavioural loyalty an antecedent of attitudinal loyalty. Originality/value The contribution of this study is thus the investigation of the causal relationship between the e-service quality dimensions, e-satisfaction, e-trust, behavioural loyalty and attitudinal loyalty, where it is necessary to consider the subject in more depth and to examine e-service quality dimensions based on a proposed model constructed from the four most common models.

Purpose This paper aims to disclose some mechanisms whereby job engagement can be created in a hospitality context. A study was conducted to examine the relationships among high-performance work practices (HPWPs), empowering leadership behaviors, psychological empowerment and engagement. Design/methodology/approach A theoretical serial mediation model was developed to examine the proposed relationship. The hypotheses were tested using regression analysis with bootstrapping. In total, 340 hotel workers participated in this study. Findings Both empowering leadership and psychological empowerment were found to be independent mediators of the HPWPs–engagement relationship; in addition, empowering leadership and psychological empowerment mediated this relationship serially. Research limitations/implications Results suggest that hospitality organizations should implement HPWPs and encourage empowering leadership behavior in their managers to create a work context that fosters psychological empowerment. These strategies will, in turn, generate employee job engagement. A richer, deeper understanding of various antecedents of engagement is the main theoretical contribution of this work. Practical implications This research stresses the importance of specific organizational conditions and managerial strategies in achieving psychological fulfillment of hospitality employees. In sum, the present study provides important insights for managers and human resource managers in the hospitality industry who seek to foster empowered, engaged employees. Originality/value The findings suggest that HPWPs are associated with employee engagement through a serial mediation model with two mediators. No research to date has used this nascent methodology to explore the association between HPWPs and engagement.