Trust and outsourcing: Do perceptions of trust influence the retention of outsourcing providers in the hospitality industry?

Leeman, Darin; Reynolds, Dennis

doi:10.1016/j.ijhm.2011.08.006

Cited by 39 publications

(29 citation statements)

References 44 publications

(65 reference statements)

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“…Leeman et al [60] defined outsourcing as the use by an organization of external companies to perform tasks that are normally done internally. Outsourced employees are not hired by the hotel directly but instead work for external companies whose services are contracted out by the hotel.…”

Section: Outsourced Servicesmentioning

confidence: 99%

Authentic Leadership and Job Satisfaction: A Fuzzy-Set Qualitative Comparative Analysis (fsQCA)

et al. 2019

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The relationship between leadership and job satisfaction has attracted considerable scientific interest, especially in relation to the quality of tourism businesses. This study investigated this relationship within the framework of authentic leadership. The study also explored differences between outsourced workers and internal hotel employees in terms of the influence of authentic leadership on job satisfaction. Fuzzy-set qualitative comparative analysis (fsQCA) offered valuable new insight. This study was based on a sample of 58 heads of department of four/five star hotels in the Canary Islands, Spain. The results suggest that high levels of leadership in the four subscales of authentic leadership (balanced processing, relational transparency, self-awareness, and internalized moral perspective) are sufficient to increase job satisfaction. The same outcome is achieved with high levels of balanced processing, even though it is accompanied by low transparency and low levels of internalized moral perspective. There are no major differences between outsourced workers and internal employees, except in terms of the importance of self-awareness. These results can help hotel managers reflect upon leadership and can provide new approaches for scientific research in this area.

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Section: Outsourced Servicesmentioning

confidence: 99%

Authentic Leadership and Job Satisfaction: A Fuzzy-Set Qualitative Comparative Analysis (fsQCA)

et al. 2019

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“…Concerning trust, Leeman and Reynolds (2012) and Hutt and Speh (2012) underlined that it is vital for success in B2B business because it offers, for companies involved in the relationship, potential advantages that will be useful in relationship development and maintenance based on positive expectations of intentions or the behavior of both parties.…”

Section: Proposed Theoretical Model and Research Hypothesesmentioning

confidence: 99%

Perceived Value, Reputation, Trust, and Switching Costs as Determinants of Customer Retention

Milan

Eberle

Bebber

2015

Journal of Relationship Marketing

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In service companies, maintenance and expansion of relational exchanges reinforce customer retention as a differentiator from the competition. In this research we developed and tested a theoretical model considering perceived value, service provider reputation, trust, and switching costs as determinants of customer retention. After that, a survey was done, and analysis of the results was performed using structural equation modeling with a sample of 269 client companies of corporate health plans. The contributions of the specified theoretical model, considering its uniqueness, proved that perceived value positively influences service provider reputation, service provider reputation has a direct impact on trust and switching costs, switching costs are configured as determinants of customer retention, and customer retention is positively influenced by service provider reputation in a relational context.

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“…Various models have been proposed to explain how these relationships with outsourcing suppliers should develop [5][6][7]. Outsourcing is rapidly becoming a simple reengineering of support for more in-depth relationship processes or partnerships among organizations that allow better, more sustainable results [8].…”

Section: Introductionmentioning

confidence: 99%

Outsourcing Performance in Hotels: Evaluating Partnership Quality

Espino‐Rodríguez

Ramírez-Fierro

2018

Sustainability

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In this study, a research model investigates the influence of various factors of the outsourcing relationship that condition partnership quality. The factors considered as determinants of outsourcing partnership quality are the strategic benefits and the degree of outsourcing. Partnership quality is based on relationships governed by confidence, commitment, business understanding, shared benefits and risks, and conflict resolution. The model also studies the influence of the partnership quality between the supplier and the hotel on the outsourcing performance, considered from the financial, strategic, and overall satisfaction perspectives. To test the hypotheses, this study used the Partial Least Squares (PLS) technique with a sample of managers in an important tourist destination in Spain. The results of the study confirm that the strategic benefits and the degree of outsourcing perceived by the manager are determinant factors of the quality of the outsourcing partnership. In addition, they show that closer relationships with service suppliers imply greater outsourcing performance. Finally, implications for theory and practice are discussed.Many organizations experience difficulties in forming and managing a successful outsourcing partnership with service suppliers. Thus, for example, in the facilities management sector, many clients and suppliers are not working in advance [9]. In addition, Tamás [10] points out that inappropriate outsourcing can negatively affect operational efficiency. In this regard, Lee [11] indicates that the nature of the outsourcing relationship needs to evolve from a contract between the service supplier and the company that receives the service to a closer relationship or partnership between the two organizations. A partnership is defined as an interorganizational relationship designed to achieve the participants' shared objectives [11].Researchers believe that when organizations have relationships with other companies, they want to reach a strategic goal where the members seek shared objectives, fight for mutual benefit, and recognize a high level of interdependence [12]. Even though the use of the hotel outsourcing strategy is gaining ground, no studies have been carried out to analyze these questions.The level of outsourcing perceived by management should influence the type of interorganizational relationships developed. Hotels outsource some of the necessary activities to provide service to the client; thus, in the process of transforming resources into goods and services (outputs), it becomes necessary to manage the relationships as part of the productive system. Because of this increase in the outsourcing of activities, managers' tasks are transformed, and they become managers of interorganizational relationships. Therefore, they not only have to take care of the management of the productive system, but they also must manage the relationships among external suppliers.Previous studies on outsourcing relationships have used social theories based on trust and commitment to explain t...

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Trust and outsourcing: Do perceptions of trust influence the retention of outsourcing providers in the hospitality industry?

Cited by 39 publications

References 44 publications

Authentic Leadership and Job Satisfaction: A Fuzzy-Set Qualitative Comparative Analysis (fsQCA)

Authentic Leadership and Job Satisfaction: A Fuzzy-Set Qualitative Comparative Analysis (fsQCA)

Perceived Value, Reputation, Trust, and Switching Costs as Determinants of Customer Retention

Outsourcing Performance in Hotels: Evaluating Partnership Quality

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