Servant leadership and work-family enrichment among hotel employees in Russia

This study investigates work-to-family enrichment (WFE) and family-to-work enrichment (FWE) as the two intervening mechanisms linking servant leadership to propensity to leave work early (PLE) and service recovery performance (SRP). Data gathered from hotel customer-contact employees via a time-lagged survey design and their immediate supervisors in Russia were used to assess the aforesaid relationships through structural equation modelling. As predicted, servant leadership stimulates both WFE and FWE and boosts SRP, while it alleviates PLE. Consistent with the study prediction, WFE partly mediates the linkage between servant leadership and SRP. As hypothesized, FWE partly mediates the relationship between servant leadership and PLE. The rest of the linkages are not supported by the empirical data.

Perceived justice and service recovery satisfaction in a post-transition economy

This paper aims to improve the understanding of outcomes of service recovery in a post-transition context by examining the relationships between four dimensions of perceived justice and service recovery satisfaction (SRS), positive word of mouth (PWOM) and repurchase intentions. Results from a survey of 217 Slovenian telecommunications customers with actual recovery experiences reveal that distributive, informational and interpersonal (but not procedural) justice are positively related to SRS, which acts as a mediator between these three justice dimensions and repurchase intentions and PWOM. Further analysis indicates that duration of customer-firm relationship negatively moderates the link between interpersonal justice and SRS. These findings provide a theoretical explanation of inconsistent findings in previous studies regarding the importance of interactional justice. For managers, our findings indicate that service providers should always pay attention to providing fair compensation, truthful information and fair interpersonal treatment to complainants, while the interpersonal treatment during service recovery matters even more to customers whose relationships with the provider are in the development phase.

Board Interlocks as a Diffusion of Strategic Information – Does it Work? A Polish Case

Several theories point to the influence of board interlocks on the diffusion of important resources, mainly information. Empirical confirmation of the information functionality of the interlocking directorates network was obtained in the case of network research under the Anglo-Saxon model of corporate governance as well as the continental model in developed countries. Since the early 1990s another model of corporate governance in CEE countries has been developed. The specific determinants of the development of this model do not allow us to unequivocally state similar causes and consequences of interlocking directorates in relation to the most frequently studied western corporate governance models. The aim of this study is to determine the importance managers attach to these relationships within a corporate network as a source of strategic information that is important to the company’s strategic decision-making process, in the context of the Polish governance model. The research employs the case-study method and presents the results of five case studies of companies listed on the Warsaw Stock Exchange. The research, on the one hand, suggests that the network embeddedness of Polish listed companies is of minor significance; on the other hand, it pointed to the existence of two main types of corporate networks: one inwardly directed and focused on supervisory board members’ controlling function performed with a view to protecting the shareholders’ equity ownership, and the other orientated towards external relationships, often distant from the original industry, in order to obtain information that supports new initiatives. What seems to most determine the behaviour of company managers is the corporate culture resulting from the presence of a foreign owner from a Western European country. In general, the findings confirm the importance of the network of interlocking directorates more as an instrument of control than diffusion of strategic information.

Human Resource Business Partner as a Source of Conflicts in an Enterprise – Research Results

The article elaborates on a thesis that development of new functions of the Human Resource Business Partner (HR BP) generates conflicts in three areas of operation of an enterprise: the structure, organizational culture, and goal attainment strategy. A commentary on the concept of the HR BP is provided and the functions propounded within its framework are discussed. Based on qualitative research on three large enterprises in Poland, the following strategies for the introduction of changes in the HR BP are the subject of analysis, that is: maintaining the status quo in power relations, expansion of influence over time, and the policy of small steps. It was concluded that an important factor affecting selection of a strategy is the organizational culture described from the perspective of the concept of Trompenaars and Hampden-Turner.