STARA fight or flight: a two-wave time-lagged study of challenge and hindrance appraisal of STARA awareness on basic psychological needs and individual competitiveness productivity among hospitality employees

Tan, Kim-Lim; Gim, Gabriel C. W.; Hii, Ivy S.H.; Zhu, Wenqian

doi:10.1080/13683500.2023.2224550

Cited by 8 publications

(7 citation statements)

References 69 publications

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“…Based on the finding that STARA awareness deleteriously affects FSEs’ proactive service performance through decreased job autonomy, service firms that are considering the adoption of these technologies are advised to lower FSEs’ awareness thereof. It is critical for service firms to build a culture that helps FSEs perceive STARA adoption as a challenge rather than a threat (Tan et al , 2023). Given that FSEs who are knowledgeable and competent in using STARA regard it as a challenge and an opportunity (Tan et al , 2023), service firms can decrease FSEs’ STARA awareness by providing them with formal training to acquire and develop the knowledge and skills necessary to work with these technologies (Ding, 2021; Koo et al , 2021; Vrontis et al , 2022).…”

Section: Discussionmentioning

confidence: 99%

“…It is critical for service firms to build a culture that helps FSEs perceive STARA adoption as a challenge rather than a threat (Tan et al , 2023). Given that FSEs who are knowledgeable and competent in using STARA regard it as a challenge and an opportunity (Tan et al , 2023), service firms can decrease FSEs’ STARA awareness by providing them with formal training to acquire and develop the knowledge and skills necessary to work with these technologies (Ding, 2021; Koo et al , 2021; Vrontis et al , 2022). This can also contribute to fostering their self-efficacy (Bandura, 1977).…”

Section: Discussionmentioning

confidence: 99%

“…As such, individuals evaluate whether the stressor is relevant to themselves as well as helpful or detrimental to their goals, values and well-being. Tan et al (2023) found that the challenge appraisal of STARA awareness was associated with increased satisfaction with autonomy, relatedness and competency. However, when individuals find external/environmental demands to exceed their resources, they appraise the situation as a threat.…”

Section: Literature Review and Hypothesesmentioning

confidence: 94%

“…increased efficiency and productivity (Huang and Rust, 2018; Lacity and Willcocks, 2016)], the majority of studies have shown that job automation technologies have a detrimental impact on FSEs’ work attitudes, motivation and well-being (Brougham and Haar, 2018, 2020; Dengler and Gundert, 2021; Kong et al , 2021; Koo et al , 2021; Li et al , 2019; Lingmont and Alexiou, 2020; Nam, 2019; Yu et al , 2022). These mixed findings imply that employees’ reactions to STARA adoption differ depending on whether they view it as an opportunity or threat (Ding, 2021; Tan et al , 2023). In this sense, employees’ awareness of STARA adoption is more important to their work outcomes than the technology itself (Brougham and Haar, 2018; Ding, 2021; Kang et al , 2023; Lestari et al , 2021; Li et al , 2019; Lingmont and Alexiou, 2020; Oosthuizen, 2019; Tan et al , 2023).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…These mixed findings imply that employees’ reactions to STARA adoption differ depending on whether they view it as an opportunity or threat (Ding, 2021; Tan et al , 2023). In this sense, employees’ awareness of STARA adoption is more important to their work outcomes than the technology itself (Brougham and Haar, 2018; Ding, 2021; Kang et al , 2023; Lestari et al , 2021; Li et al , 2019; Lingmont and Alexiou, 2020; Oosthuizen, 2019; Tan et al , 2023). To capture the perceived likelihood of these technologies influencing the future of their jobs, Brougham and Haar (2018) created the term STARA awareness, which refers to “the extent to which employees view the likelihood of STARA impacting their future career prospects negatively” (Zhao et al , 2023b, p. 1).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

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Service employees’ STARA awareness and proactive service performance

Hur,

Shin

2024

JSM

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Purpose This study aims to explore the role of frontline service employees’ (FSEs) awareness that their job can be substituted by smart technology, artificial intelligence, robotics and algorithms (STARA) in their job autonomy and proactive service performance and when these relationships can be buffered. Drawing on the cognitive appraisal theory of stress, the study examined the mediating relationship between FSEs’ STARA awareness, job autonomy and proactive service performance and the moderating effects of self-efficacy and resilience on this relationship. Design/methodology/approach The authors administered two-wave online surveys to 301 South Korean FSEs working in various service sectors (e.g. retailing, food/beverage, hospitality/tourism and banking). The Time 1 survey measured respondents’ STARA awareness, self-efficacy, resilience and job autonomy, and the Time 2 survey assessed their proactive service performance. Findings FSEs’ STARA awareness negatively affected their subsequent proactive service performance through decreased job autonomy. The negative association between STARA awareness and job autonomy was weaker when FSEs’ self-efficacy was high than when it was low. While the authors observed no significant moderation of resilience, the author found a marginally significant three-way interaction between STARA awareness, self-efficacy and resilience. Specifically, STARA awareness was negatively related to job autonomy only when both self-efficacy and resilience were low. When either self-efficacy or resilience was high, the association between STARA awareness and job autonomy became nonsignificant, suggesting the buffering roles of the two personal resources. Research limitations/implications Given that the measurement of variables relied on self-reported data, rater biases might have affected the findings of the study. Moreover, the simultaneous measurement of STARA awareness, self-efficacy, resilience and job autonomy could preclude causal inferences between these variables. The authors encourage future studies to use a more rigorous methodology to reduce rater biases and establish stronger causality between the variables. Practical implications Service firms can decrease FSEs’ STARA awareness through training in the knowledge and skills necessary to work with these technologies. To promote FSEs’ proactive service performance in this context, service firms need to involve them in decisions related to STARA adoption and allow them to craft their jobs. Service managers should provide FSEs with social support and exercise empowering and supportive leadership to help them view STARA as a challenge rather than a threat. Originality/value Distinct from prior research on STARA awareness and employee outcomes, the study identified proactive service performance as a key outcome in the STARA context. By presenting self-efficacy and resilience as crucial personal resources that buffer FSEs from the deleterious impact of STARA awareness, the study provides practitioners with insights that can help FSEs maintain their job autonomy and proactive service performance in times of digitalization and automation.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Literature Review and Hypothesesmentioning

confidence: 94%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

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Service employees’ STARA awareness and proactive service performance

Hur,

Shin

2024

JSM

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Catalyzing green change: The impact of tech‐savvy leaders on innovative behaviors

Olya,

Ahmad,

Abdulaziz

et al. 2024

Corp Soc Responsibility Env

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Global corporations face a significant challenge in addressing the lack of green innovation. Thus, this study develops a conceptual model to unveil the role of leader competencies in “smart technology, artificial intelligence, robotics, algorithms” (STARA) in promoting employees' green innovative behaviors. The study strives to analyze the mediating effect of green crafting behavior on the impact of leader STARA competencies on green innovative behavior. Additionally, the study tests the moderating roles of STARA awareness and employee promotion focus on the relationship between leader STARA competencies and green crafting behavior. Data were collected from 319 employees to test the proposed conceptual model using structural equation modeling. Findings reveal that leader STARA competencies drive employee green innovative behavior through green crafting behavior. Furthermore, STARA awareness and employee promotion focus moderate the influence of leader STARA competencies on green crafting behavior. Our research develops practical implications to improve leaders' STARA competencies, which could impact employees' green innovative behaviors.

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