Learning stocks as an organisational change mechanism: mediating the relationship between empowering leadership and employees' service performance in Taiwan's hotel industry

Chi-Min Wu and David C. Chou

International Journal of Information Systems and Change Management, 2013, vol. 6, issue 4, 353-373

Abstract: To face the changing business environment, this study investigates the effect of empowering leadership and learning stocks on employee service performance in Taiwan's hotel industry. In addition, learning stocks appears as if an organisational change mechanism, this study also aims to examine if there is a mediating effect of learning stocks between supervisors' empowering leadership and employee service performance. Two hundred and thirteen valid dyads of data were collected from supervisors and subordinates in different phases at 94 hotels in Taiwan. Structural equation model was adopted to examine the research hypotheses. Empirical results show that the proposed model fits well, empowering leadership significantly and positively affects learning stocks, learning stocks significantly and positively affects service performance, and the most important finding is that learning stocks mediate between empowering leadership and service performance.

Keywords: leadership empowerment; learning stocks; employee service performance; change management; organisational change; Taiwan; employee performance; hotel industry; hotels. (search for similar items in EconPapers)
Date: 2013
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