Purpose This study aims to explore the relationship between transformational leadership and employee voice behavior and the role of relational identification and work engagement as mediators in the same. Design/methodology/approach This study uses structural equation modeling to analyze the data from a questionnaire survey of 251 Taiwanese hospitality industry employees. Findings The findings demonstrate that transformational leadership has significant relationships with relational identification, work engagement and employee voice behavior and that relational identification and work engagement sequentially mediate between transformational leadership and employee voice behavior. Practical implications The results of this study provide insights into the intervening mechanisms linking leaders’ behavior with employees’ voices, while also highlighting the potential importance of relational identification in organizations, especially concerning the enhancement of employees’ work engagement and voice. Originality/value The findings reveal the mechanisms by which supervisors’ transformational leadership encourages employees to voice their suggestions, providing empirical evidence of the sequential mediation of relational identification and work engagement. The results help clarify the psychological process by which leaders influence their followers.

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Based on GM (0,N) grey model and grey structure model in grey system theory, this study takes Chinese restaurant in tourist hotel as a case to analyze service role behavior. A total of 241 questionnaires were collected to calculate index weighted coefficients, and then 12 experts carried out an investigation to construct clusters. There were 12 dimensions of professional competencies, and a total of 50 indicator factors were analyzed for role behavior in a restaurant. According to the results, there are three role behaviors for service staff in Chinese restaurants: supportive, interactive, and integrative role behaviors. In theory, this reinterprets the meaning of catering service competencies and defines the role types of catering service staff. In practical applications, restaurant managers could apply this result to help service staff to understand their current role, in order to reduce their role pressure and to increase their job satisfaction and performance.

Businesses in the past few years have paid more and more attention to brand awareness. More and more branded hotels have launched sub-brands so as to access a new market, boost brand exposure and value, and attain new market niches. The purpose of the work was to explore, on the basis of the business model, factors affecting hotel sub-brand development in Taiwan. The modified Delphi method was firstly referred to. Next, a questionnaire was designed to serve as the basis of quantitative analysis. Third, experienced professionals from the hotel business were invited to participate in a questionnaire survey. The affecting factors of hotel sub-brand development were identified, and analysis data were generated. Grey-TOPSIS was employed to evaluate, calculate, and certify weight analysis and ranking of affecting indices of hotel sub-branding. The results explained that there are nine affecting factors for developing a hotel’s sub-branding. They are channel, target customers, customer relationship, key activities, revenue model, key partners, value proposition, key resources, and cost structure. The top four are the most important ones. This finding, figured out by using soft mathematical methods, can provide a proper evaluating way for decision making by the hotel industry, which wants to establish its sub-brands.