This study examined the link between servant leadership and hotel employees' customer-oriented organizational citizenship behavior (OCB) by focusing on the mediating role of leader-member exchange (LMX) and the moderating role of followers' sensitivity to others' favorable treatment. Using time-lagged data from 304 supervisor-follower pairs in nineteen hotels in China, we found that servant leadership positively influenced customer-oriented OCB, and this influence was mediated by LMX. In addition, moderated path analysis indicated that employees' sensitivity to others' favorable treatment strengthened the direct effect of servant leadership on LMX and its indirect effect on customer-oriented OCB. This study extends the scope of servant leadership research and provides evidence for arguments that servant leadership matters in the hospitality industry. The study also demonstrates the importance of LMX to the relationship between managers and employees, through findings that are strengthened by a longitudinal design.

Purpose The purpose of this paper is to identify the importance and performance of customers’ full-service restaurant selection factors in the USA using the importance-performance analysis model. Design/methodology/approach An online survey was distributed to participants who were 19 years of age or older and had dined at a full-service restaurant in the past month. A total of 413 valid surveys were collected. Descriptive statistics were used to summarize the demographic information, satisfaction of restaurant attributes, revisit intention, and scores of importance-performance items. Path analysis was applied to group customer’s perceived importance of restaurant attributes and was used to analyze relationships among five attribute dimensions, satisfaction and revisit intention. Findings “Accurate guest check,” “prompt service,” “overall value of the dining experience,” and “lighting” were very important to customers but the restaurants’ performances in these areas were not satisfactory. Three attribute dimensions (food, service, and price and value) were positively and directly related to customer satisfaction and their effects are partially mediated. However, atmosphere and satisfaction are negatively and partially mediated in this study. Practical implications Food, service, price and value, and atmosphere dimensions have larger direct effects than indirect effect on revisit intentions. Their impacts on revisit intentions are partially mediated by satisfaction. Thus, great performance alone may not significantly improve revisit intentions. However, great performance can increase customer satisfaction, which has a stronger influence on revisit intentions. Originality/value This research explored the mediating effects of satisfaction between five restaurant dimensions and behavioral intentions.

Purpose -The purpose of this study is to test the entrepreneurial orientation organization structure-performance link within the context of the Asian hotel industry. Design/methodology/approach -Performance was designated as the dependent variable while strategic posture and organization structure were considered the independent variables. Correlation and regression analysis were adopted to test relationships. Findings -Results suggest that entrepreneurial strategic posture is positively associated with performance. Contrary to expectations, organic structures were negatively associated with performance. The study findings are in support of previous researchers who have suggested that western theories are not easily generalized to a non-western context. Research limitations/implications -The cross-sectional approach adopted in this research does not capture the effects of strategy-structure alignment over time. The external validity of the results is also limited due to the geographically focused nature of the study sample. Originality/value -This study offers useful insights for hoteliers based on empirical evidence.

There is an increased emphasis in the management literature on the use of strategic management as the primary means of adapting organizations to their changing environments. for firms in the maturing hospitality industry to survive and succeed, they will have to depend upon their ability to strategically align themselves with the turbulent environment and select appropriate strategies to create defendable competitive positions. Success in strategy implementation depends partly on a proper match between strategy and organizational structure and this match is expected to have a positive impact on financial performance. This study was conducted to explore the relationships among strategies of restaurant firms, their organizational structure and financial performance. The top management team in 296 American multi-unit restaurant firms were surveyed. Results regarding relationships posited among strategy, structure and performance are presented.

This study aimed to understand the initial career decisions of graduates from a hospitality and tourism management (HTM) program in Hong Kong. In Study 1, we used longitudinal data from graduate exit surveys undertaken between 2002 and 2010 to explore the nature of their initial career choices and how the program had influenced them. We found that more than half the graduates' first jobs were in HTM and that hospitality electives and industry-specific programs (such as an executive-in-residence program and distinguished speaker series) contributed to their choice of such employment. Compared with jobs in other sectors, HTM jobs pay significantly less. In Study 2, we interviewed industry executives and alumni to supplement the findings of Study 1. Recommendations are provided for designing better HTM programs that will inspire more students to join the industry on graduation.