Engaged teams deliver better service performance in innovation climates

García-Sastre, María Antonia; Martínez‐Tur, Vicente; Ortiz-Bonnín, Silvia; Peíró, José M.

doi:10.1080/1359432x.2016.1171752

Cited by 31 publications

(20 citation statements)

References 73 publications

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“…For example, by utilizing the interactionist model of creativity (Woodman & Schoenfeldt, 1990) and the input-process-output model for team effectiveness (McGrath, 1984), Somech and Drach-Zahavy (2013) found that team creativity only enhanced innovation implementation when team innovation climate was high. Based on aspects of the job demands-resources model (JDR model) (Bakker & Demerouti, 2008;Bakker, Demerouti, & Sanz-Vergel, 2014) and person-situation interactionism (Mendoza-Denton, Ayduk, Mischel, Shoda, & Testa, 2001), Garc ıa-Buades, Mart ınez-Tur, Ortiz-Bonn ın, and Peir o (2016) found that the relationship between team engagement and service performance was stronger when team innovation climate was higher. Charbonnier-Voirin, El Akremi, and Vandenberghe (2010) established that the influence of transformational leadership on employees' adaptive performance was stronger when team innovation climate was higher.…”

Section: Innovation Climate As a Moderatormentioning

confidence: 99%

Innovation climate: A systematic review of the literature and agenda for future research

Newman

Round

Wang

et al. 2019

J Occupat & Organ Psyc

139

115

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Over the last two decades, we have witnessed growing empirical research on the concept of innovation climate at both the team and organizational levels. This article systematically reviews the literature surrounding the concept, focusing on its antecedents and outcomes, and empirical work where it has been treated as a moderator. Based on the review, we propose an agenda for future research that highlights the need to incorporate alternative theoretical perspectives to enhance our understanding of the innovation climate concept and its impact in driving team‐ and organizational‐level outcomes. In addition to theoretical future research strands, we also highlight opportunities for empirical advancement of the field. In particular, we highlight the need to examine the negative influence of innovation climate, adopt a more dynamic approach to examine how innovation climates develops over time, and explore the influence of cultural and institutional factors on the development of innovation climate. Practitioner Points Innovation is essential for organizations wishing to remain competitive and thrive in the highly competitive global marketplace. This study consolidates the insights from prior research linking leadership and team/demographic/workplace characteristics to both the team innovation climate and the organizational innovation climate. Understanding innovation climate provides practitioners with insight into the levers they may utilize to encourage innovation within the organization. In addition, the outcomes of innovation climate are synthesized in this paper which provides practitioners with insight into the expected benefits of focusing on developing a climate for innovation.

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Section: Innovation Climate As a Moderatormentioning

confidence: 99%

Innovation climate: A systematic review of the literature and agenda for future research

Newman

Round

Wang

et al. 2019

J Occupat & Organ Psyc

139

115

View full text Add to dashboard Cite

show abstract

“…A more detailed explanation was offered by Costa [87] who proposed that engaged teams are energetic when working, display active and productive behaviors, are willing to help each other and build on each other's ideas, and consider their task meaningful and relevant. García-Buades et al [90] contend that shared team engagement additionally contributes to teams' performance due to emergent phenomena such as the team members' alignment towards common goals, increased synergies among members, and better cooperation and interaction processes. The studies identified in the systematic search provide similar arguments about the mechanisms explaining the collective engagement-performance link.…”

Section: Operationalization Of Collective Satisfactionmentioning

confidence: 99%

Happy-Productive Teams and Work Units: A Systematic Review of the ‘Happy-Productive Worker Thesis’

García-Sastre

Peíró

Montañez-Juan

et al. 2019

IJERPH

Self Cite

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The happy-productive worker thesis (HPWT) assumes that happy employees perform better. Given the relevance of teams and work-units in organizations, our aim is to analyze the state of the art on happy-productive work-units (HPWU) through a systematic review and integrate existing research on different collective well-being constructs and collective performance. Research on HPWU (30 studies, 2001–2018) has developed through different constructs of well-being (hedonic: team satisfaction, group affect; and eudaimonic: team engagement) and diverse operationalizations of performance (self-rated team performance, leader-rated team performance, customers’ satisfaction, and objective indicators), thus creating a disintegrated body of knowledge about HPWU. The theoretical frameworks to explain the HPWU relationship are attitude–behavior models, broaden-and-build theory, and the job-demands-resources model. Research models include a variety of antecedents, mediators, and moderating third variables. Most studies are cross-sectional, all propose a causal happy–productive relationship (not the reverse), and generally find positive significant relationships. Scarce but interesting time-lagged evidence supports a causal chain in which collective well-being leads to team performance (organizational citizenship behavior or team creativity), which then leads to objective work-unit performance. To conclude, we identify common issues and challenges across the studies on HPWU, and set out an agenda for future research.

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“…Service operations, thus, practise the service script that guides service staff the techniques to serve and encourage customer engagement for feedback, creating emotional bonding mutually (Chen et al 2017;Ali et al 2018). Hospitality operations should concern team engagement in an innovation climate which enables service staff to be flexible, and to have innovative behaviours that satisfy customers' need while ensuring the consistent service delivery (Skålén et al 2015;García-Buades et al 2016;Wang et al 2017). Wang and Beise-Zee (2013) suggested that focusing on detail caring can stimulate customer perception of warmth of the services which make it distinctive from the standardised hotel services.…”

Section: Innovative Humanic Cluesmentioning

confidence: 99%

Exploring the Impact of Innovativeness of Hospitality Service Operation on Customer Satisfaction

Truong

Dang-Pham

McClelland

et al. 2020

OSCM: An Int. Journal

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Service Innovation is critical for service improvement and development that enhance customer satisfaction. Besides the importance of technology and tangible products, innovativeness leverages customer satisfaction by stimulating their five senses perception. Service-Dominant Logic emphasises the role of innovativeness in service delivery in alignment with customer perception to create Service Innovation. In other words, innovativeness involves the innovative service clues that drive customer perception when experiencing the intangible values of the operation. Despite the importance of innovativeness, studies for the issue appear to be limited and are especially scarce on qualitative research technique. Thus, this study aims to explore the impact of innovativeness on customer satisfaction in the case of hotel operations as qualitative research. A set of propositions are generated based on relevant works of literature and an approximate of one thousand reviews on the TripAdvisor website. The reviewers were international customers of 20 boutique hotels in Vietnam. The thematic analysis with deductive approach was employed to determine the key themes of Innovativeness that influence customer satisfaction. The findings suggest a conceptual model about the influences of 1) Innovative Humanic Clues, 2) Innovative Mechanic Clues and 3) Innovative Functional Clues on the customer's Transaction-Specific Satisfaction. The model explains how customers perceive innovativeness through the five senses and their evaluation on the innovativeness of the operations. The study, therefore, addresses the importance of innovativeness in service operation management to satisfy customer expectation for a new experience.

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Engaged teams deliver better service performance in innovation climates

Cited by 31 publications

References 73 publications

Innovation climate: A systematic review of the literature and agenda for future research

Innovation climate: A systematic review of the literature and agenda for future research

Happy-Productive Teams and Work Units: A Systematic Review of the ‘Happy-Productive Worker Thesis’

Exploring the Impact of Innovativeness of Hospitality Service Operation on Customer Satisfaction

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