As foreign hotel brands continue to roll out their investment in China, the competitive landscape intensi-
fies. Central to the success of these hotel brands is their ability to offer the unique features of their service
offering, as reflected in the brand, in which employees play a key role. However, in the Chinese market,
where the introduction of foreign hotel brands is in its initial stages, employee brand knowledge may
be limited resulting in service behaviors that are inconsistent with the brand. Therefore, the adoption
of a service brand orientation to guide employee attitudes and behavior is considered to be necessary.
In an effort to realize productive service employees, this study examines the consequences of adopting
a service brand orientation. Results suggest that a service brand orientation is imperative for positive
employee brand-oriented behaviors as well as customer-oriented behaviors that are a consequence of
an employee customer orientation.
As foreign hotel brands continue to roll out their investment in China, the competitive landscape intensi-fies. Central to the success of these hotel brands is their ability to offer the unique features of their serviceoffering, as reflected in the brand, in which employees play a key role. However, in the Chinese market,where the introduction of foreign hotel brands is in its initial stages, employee brand knowledge maybe limited resulting in service behaviors that are inconsistent with the brand. Therefore, the adoptionof a service brand orientation to guide employee attitudes and behavior is considered to be necessary.In an effort to realize productive service employees, this study examines the consequences of adoptinga service brand orientation. Results suggest that a service brand orientation is imperative for positiveemployee brand-oriented behaviors as well as customer-oriented behaviors that are a consequence ofan employee customer orientation.
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