2016, Vol.40, No.9

Journal of Tourism Sciences 2023 KCI Impact Factor : 2.7

pISSN : 1226-0533 / eISSN : 2713-6388
https://journal.kci.go.kr/JTS

The following research suggests that internal marketing activities are key factors promoting customer value co-creation behaviors. This result was found empirically investigating the relationships among internal marketing activities, customer participation behaviors(CPB) and customer citizenship behaviors(CCB). This research investigated how internal marketing activities affected both CPB and CCB, and subsequently how these behaviors affected customer satisfaction (CS). Dayadic research was performed by using both dieticians from institutional food service companies (survey for internal marketing activities) and customers eating meals provided by institutional food service companies.(survey for CPB, CCB, and CS). Survey questionnaires were used to collect data from 222 dieticians and 222 customers throughout March of 2016. Results showed that internal marketing activities were affected significantly by both CPB and CCB, which in turn affected CS. Suggestions were made based on this research findings.

The purpose of this study is to suggest ways to manage conflict within the organization of a hotel effectively based on empirical analysis about the effect of readership types (transactional leadership, transformational & authentic leadership, servant leadership and self-leadership) on conflict within the organization (task conflict and relationship conflict) of a hotel. Analysis was done with 239 questionnaires filled in by the hotel employees working at five-star or four-star hotels throughout Seoul. Self-leadership was found to affect task conflict negatively. Workers who were in their 20s and 30s and who made 3million Won or more a month experienced more task conflict than the rest of the subjects. Transformational & authentic leadership, servant leadership, and self-leadership affected relationship conflict negatively. Workers in their 20s and 30s who had worked for 5years or more experienced more relationship conflict than the others. Therefore, in order to reduce task conflict, an organizational system and an environment that enhances workers’ self-leadership and collaboration system between departments have to be made. In order to reduce relationship conflict, leaders have to show transformational leadership and servant leadership with authenticity. Furthermore, they must make an organizational system and an environment that enhances workers’ self-leadership and organizational culture and also one in which workers sympathize and consider colleagues.

Despite the accretion of social interest and academic research, the ramifications of emotional labor have not been consistently reported. This study examined the effects of emotional labor on its’ relational outcomes by performing a meta-analysis of precedent studies throughout the hospitality industry. 1,420 studies on emotional labor from 2008 to Mar. 2016 were reviewed and 121 studies corresponding to the aim of this study were finally selected. After being coded, 12 positive outcome factors and 6 negative outcome factors were categorized. Effects of surface action on positive outcome factors were not significant, implying that they had no effect, however effects deep action were positively significant. Surface action had a positive effect on the negative outcome factors, although the deep action disclosed no significant effect size on them. Nonetheless, deep action negatively impacted burnout among the negative factors, which indicated it had suppression effect. Subsequently, the subdivisions of those outcome factors are also analyzed to compare the effect sizes. Both synthetic interpretation of the results and implications for future research are discussed in the conclusion.