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.