PurposeThe purpose of this study is to investigate the effect of knowledge sharing among team members on the development of shared leadership and innovative behaviour.Design/methodology/approachData were collected from 64 management teams and 427 individuals working in 26 different hotels in the hospitality industry in Taiwan.FindingsThe results show that knowledge sharing has both direct and indirect effects on the development of shared leadership and individual innovative behaviour.Research limitations/implicationsResults suggest that knowledge sharing supports the occurrence of shared leadership, leading to an increase in innovative behaviour. The authors infer from the findings that encouraging a culture of knowledge sharing can have a positive impact on the creativity of teams.Originality/valueThis study advances knowledge of shared leadership as a mediator using a multilevel approach to test antecedents of innovative behaviour in the Taiwan hotel industry.

Brand psychological ownership can be defined as a psychological experience producing positive brand attitudes and brand cognitions, such as a feeling of ownership towards a brand, and altruistic spirit towards brand-related activities. Building on, and extending the work of Chang. Chiang and Han (2012), this paper investigates the antecedents and consequences of brand psychological ownership. A multilevel approach is taken to investigate the relationship between three major constructs related to branding efforts: brand psychological ownership, corporate branding and brand citizenship behaviour. In the individual analysis, brand psychological ownership was found to have a positive effect on brand citizenship behaviour. In the multilevel analyses the results show that corporate branding has a positive effect on brand psychological ownership and brand citizenship behaviour. As a result, leaders and general managers can use corporate brand building as a tool for employee motivation and even cultural change. Organisational-level brand citizenship behaviour is found to positively affect brand equity. Furthermore, brand psychological ownership mediated the relationship between corporate branding and brand citizenship behaviour in the multilevel relationship. The paper discusses these findings, their contribution to current literature and their implications for future research and management development.

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Purpose The purpose of this paper is to investigate the effects of brand-centered human resource management (HRM) on employees’ person–brand fit, brand commitment (BC) and brand citizenship behavior (BCB). In addition, the paper tests effects of BCB on customer satisfaction and citizenship behavior. Design/methodology/approach Data were collected from managers, front-line employees and customers of 22 international tourist hotels in Taiwan. Hierarchical linear modeling was used to investigate relationships between variables. Findings Multilevel results reveal positive connections between brand-centered HRM and BCB, mediated by person–brand fit and BC. Positive relationships were also found between BC and BCB, person–brand fit and BCB; BCB and customer satisfaction; and between customer satisfaction and customer citizenship behavior. Research limitations/implications When employees’ personal values are consistent with brand values, employees will feel a closer connection to the brand and be more willing to dedicate themselves to brand-related activity. The model developed here can be tested in different cultures to ascertain the generalizability of the findings to Western contexts. Practical implications Support is provided for the positive effects of brand-centered HRM when employees internalize brand values as their own personal values. Hotel managers should ensure that employees are highly committed to the brand values and willing to deliver services to customers accordingly. Originality/value The paper provides measurement developments for person–brand fit and BC and deeper understanding of how brand-centered HRM can lead to positive changes in customer behavior.

• This is the peer reviewed version of the following article: MCCONVILLE, D., ARNOLD, J. and SMITH, A., 2016 John ArnoldLoughborough University, UK Alison SmithNottingham Trent University, UK AcknowledgementThe authors would like to acknowledge with thanks the financial support provided to the study by ifs Proshare, BT and PricewaterhouseCoopers (PwC).The authors would also like to thank the ESO Administrators who helped in attracting companies to participate in the study. Keywords:Psychological ownership, employee share ownership, control, knowledge, investment. Psychological Ownership and Employee Share Ownership 1 AbstractThis study uses qualitative data to explore how employees perceive the relationships between employee share ownership (ESO) scheme participation, their attitudes and behaviours at work, and their feelings of psychological ownership (PO). We contribute to two areas of (largely quantitative) research literature. First, we advance understanding of PO by examining participants' explanations of how they feel their sense of PO is affected by participating in a company ESO scheme. Second, we examine the role of PO in employees'explanations of the attitudinal and behavioural changes they feel they have experienced as a consequence of participating in an ESO scheme. To explore the subjective meaning of ESO participation and its PO impact, 37 semi-structured interviews were conducted in nine companies with participants in three tax-advantaged ESO schemes in the United Kingdom:SIP, SAYE and EMI. Data were coded and analyzed using thematic analysis (Braun & Clarke, 2006). Participants perceived little effect of ESO schemes on PO or on the organizational features anticipated to give rise to these feelings. In turn, PO was found to play little or no part in employees' explanations of how share schemes had, or did not have, an attitudinal or behavioural impact. Psychological Ownership and Employee Share Ownership 2 Practitioner Points• Interviewees reflected on their experiences of joining employee share ownership (ESO) schemes, holding options, exercising options and owning shares in the company. There was very little evidence that employees felt that any of these stages of ESO participation had any noticeable effect on their feelings of psychological ownership (PO). Other factors seemed to satisfy PO routes before, and possibly better than, ESO.• PO played little or no part in employees' explanations of how the ESO scheme impacted upon their attitudes or behaviours.• The findings contrast with the conventional wisdom, that participating in an ESO scheme inevitably causes employees to feel a sense of ownership over the company.• We find that ESO had very little to do with ownership in the minds of employees.Instead, it was much more about investment. ESO was not seen as a mechanism for employees to have a sense of ownership over the company and employees did not appear to regard ESO as providing experiences of the three ownership rights, or the routes to PO which parallel these.

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Research has produced mixed findings about the impact of participation in employee share ownership (ESO) schemes on employee attitudes and behaviours. Analyses of how participants themselves interpret ESO's effects could contribute to both theory-building and empirical evidence, but have not, to date, been undertaken. We conducted semi-structured interviews with 37 participants in three tax-advantaged ESO schemes in nine companies within the United Kingdom. Employees tended to feel that ESO had not increased their motivation, commitment or performance because they were already exhibiting these at a high level, as any good employee should. Even where this occurred, there was little evidence that employees thought ESO had strong effects, with the exception of staying with the company long enough to get a financial payoff. For some, this payoff was far from certain to materialise. There was some evidence that ESO was perceived to lead to a greater general sense of inclusion and that feeling special (e.g. being selected to participate) enhanced the perceived effects of ESO. We highlight the important roles of expectancy and instrumentality (expectancy theory) and conclude that the employee 2 experience of ESO reflects theory in some respects, but also offers new elements that theory may need to incorporate.