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Using relational leadership theory to magnify actors' dynamic participation: the implementation of corporate social responsibility practices in the hospitality sector
Full text linkPurpose: In this paper, we propose the application of relational leadership theory for magnifying the dynamics involving the individual who participates in the implementation of Corporate Social Responsibility practices in the hospitality sector. Dominant theories in this field, fail to show what drivers affect such dynamics. The key preoccupation of those frameworks is the extent to which CSR can attract, motivate, and retain employees.
Design/methodology/approach: We use both qualitative and quantitative methods. Through a quantitative survey involving circa 1,300 hotels, and qualitative semi-structured interviews we seek to unpick what actors identify as sustainable practice driving motives, which in turn influence the implementation of corporate social responsibility initiatives. In this perspective, actors drift away from being mere receivers, or executors of sustainable practices, acquiring a more active role. We collect our qualitative data through semi-structured interviews in hotels in Italy, the UK and Pakistan, and run the quantitative survey across the same three countries.
Findings: Our quantitative data showed a significant positive correlation between economic incentive, and teamwork on corporate social responsibility practices. This aligned with the qualitative data that showed two main drivers - responsibility and convenience – displaying characteristics of collectivity and collaboration, which tie to the principles of relational leadership theory.
Research implications: We posit the relevance of relatedness at multiple levels to spot how corporate social responsibility initiatives can produce varying ‘hospitality work’ outcomes.
Originality: By focusing on actors and identifying the driving motives of sustainable initiatives, our paper suggests that leaderful practice stands at the core of corporate social responsibility implementation
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The nexus of human resource management, corporate social responsibility and sustainable performance in upscale hotels: a mixed-method study
Full text linkConsidering the significance of the human resource management (HRM) and corporate social responsibility (CSR) relationship, the aim of this research is twofold: first is to measure the cultural differences between HRM, CSR and sustainable performance relationship (study 1) and second is to identify the how HRM instigates CSR and sustainable performance (study 2) in the hospitality industry of UK and Pakistan. A mixed-method approach was used to collect the qualitative and quantitative data from upscale hotels. In Study 1, a multi-respondent and time-lagged strategy was employed to collect the data from 162 Pakistani and 290 UK upscale hotels. In Study 2, in-depth semi-structured interviews were conducted to understand the HRM-CSR-performance nexus. The results of Study 1 highlight the significant cultural differences in the relationships of HRM-CSR-performance, while Study 2 explains that ethical culture, shared objectives, transparency, training and development, and economic incentives are the factors that push the employees to take part in CSR-related activities and attaining higher sustainable performance. This study addresses the debate on the difference between cross-cultural studies related to implementing Western theories in shaping, developing and implementing business strategies, including CSR, HRM and sustainable performance in an Asian context
Environmental ethics, green innovation, and sustainable performance: Exploring the role of environmental leadership and environmental strategy
No full textEntrepreneurial Orientation and Firm Performance in SMEs: The Mediating Role of Entrepreneurial Competencies and Moderating Role of Environmental Dynamism
No full textInfluence of HRM on CSR and performance of upscale hotels in developed and developing countries
No full textThe researchers showed their increased interest in linking human resource management (HRM) and corporate social responsibility (CSR) practices in recent studies. HRM is a critical factor in how CSR should be enacted, developed, and understood at a broader level to achieve organizational benefits. Hence, it is evident that current studies are asking for more studies on HRM–CSR nexus, and we argue that such a relationship is necessary and relevant. Probing more in this research stream, the current research investigates the impact of HRM and CSR on sustainable performance. More specifically, this study explores how 3-star, 4-star, and 5-star hotels achieve sustainable performance through HRM and CSR in the hospitality industry of the UK, Italy, and Pakistan. A stratified random sampling technique was used to select the hotels by collecting hotel details from Chambers of the Commerce United Kingdom, Italian Government Statistics, and Pakistan Hotel Associations for the UK, Italy, and Pakistan. Through a highly structured survey questionnaire, the data were collected from 438 UK, 520 Italian, and 354 Pakistani hotels. The results confirm the HRM–CSR–sustainable performance nexus in the hospitality industries of three countries. They show that HRM impact on CSR and sustainable performance is relatively stronger in five-star hotels followed by three-star and then four-star hotels. These results supported the resource-based view theory by providing strong evidence that HRM and CSR are essential resources for achieving sustainable performance and competitive advantage
The Mediating Role of HRM in the Relationship between CSR and Performance in the Hospitality Industry
No full textIn recent years, the concepts of human resource management (HRM) and corporate social responsibility (CSR) have gained significant focus across industries. The role and implications of CSR are vital for organizational success; similarly, HRM plays a vital role in understanding, developing, and implementing CSR strategies. Therefore, we claimed that the nexus of HRM and CSR is worthwhile to study and relevant in the current pandemic situation. Despite recent calls about the role of human resource management (HRM) and corporate social responsibility (CSR) in achieving sustainable performance, a few studies have investigated their role combinedly in the hospitality industry, especially in a cross-cultural context. Therefore, the present study addresses the current lack of comparative research about the impact of HRM and CSR on sustainable performance in the hospitality industry of Pakistan, the UK, and Italy and shows the mediating role of HRM in such a relationship. A quantitative methodology is applied to the survey of the employees from 354 Pakistani, 438 British, and 520 Italian hotels working in three-, four-, and five-star hotels. The results showed a positive correlation between CSR, HRM, and sustainable performance. Moreover, the results also indicated significant differences among the three countries analyzed concerning the mediating role of HRM in this relationship
Entrepreneurial orientation, entrepreneurial competencies, innovation, and performances in SMEs of Pakistan: Moderating role of social ties
No full textThe current study examines the mediating role of innovation and entrepreneurial
competencies in entrepreneurial orientation’s relationship with financial, social, and
environmental performance. This research also determines the role of social ties in
strengthening the association between innovation and entrepreneurial competencies
with social, financial, and environmental performance. Using multi-source and time-
lagged studies, the data was collected from 297 small and medium-sized enterprises
(SMEs) in Pakistan, and structural equation modeling was used to test direct, indirect,
and moderating hypotheses. The findings show that entrepreneurial orientation, en-
trepreneurial competencies, and innovation positively correlate with all the types of
performance under investigation and confirm the mediating role of innovation and en-
trepreneurial competencies. Additionally, social network ties strengthen innovation—
financial performance, and entrepreneurial competencies—social performance
relationship. This research proposes significant theoretical and managerial implica-
tions by determining the impact of entrepreneurial orientation on SMEs in Pakistan
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
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