Driving Hospitality Frontline Employees’ Boundary-spanning Behaviors: A Social Exchange and Role Theory Perspective

Keywords

Boundary-spanning behavior; frontline employees; hospitality industry; perceived organizational support

Abstract

The present study explores the antecedents of frontline employees' boundary-spanning behaviors in the hospitality industry. Based on social exchange theory and role theory, a conceptual model was built to explore how three dimensions of perceived organizational support (perceived supervisory support, internal communication, and training) cultivate frontline employees' boundary-spanning behaviors through job satisfaction and organizational commitment. Based on the analysis of 597 hospitality frontline employees in the United States, which were recruited through Amazon Mechanical Turk, this study shows the differential impacts of organizational support types on driving boundary spanning staff to effectively operate on the boundary. Theoretical and practical implications of the findings are articulated.

Publication Date

3-1-2022

Original Citation

Wang, J., Fu, X., Wang, Y., & Wei, F. (2022). Driving Hospitality Frontline Employees’ Boundary-spanning Behaviors: A Social Exchange and Role Theory Perspective. Journal of Quality Assurance in Hospitality & Tourism, 23(2), 388–414. https://doi.org/10.1080/1528008X.2021.1871701

Document Type

Paper

Language

English

Source Title

Journal of Quality Assurance in Hospitality and Tourism

Volume

23

Issue

2

College

Rosen College of Hospitality Management

Location

Rosen College of Hospitality Management

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