Developing service climate in local vs. foreign firms in smaller Asian emerging markets: a resource-based and social exchange perspective

Hung Trong Hoang*, Sally Rao Hill, Susan Freeman, Vinh Nhat Lu, Brian C. Imrie

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    15 Citations (Scopus)

    Abstract

    While research on drivers of service climate has focused on organisational resources and human resource practices such as training, employee autonomy and inter-departmental support, how these resources interrelate and influence service climate has not been examined, especially in the context of smaller Asian emerging market. Drawing on the resource-based view and its extension on dynamic capability, and social exchange theory, this qualitative study investigates how local and foreign firms in smaller Asian emerging markets create a favourable service climate. Our findings suggest three inter-related groups of factors that influence service climate, namely firm-based, market-based and culture-based drivers. Notably, foreign service firms perform better than their local counterparts in several firm-based drivers (e.g. service-oriented human resource management practices, work facilitation resources). Our study proposes a conceptual framework that integrates inter-relationships of organisational resource-based factors and explains how internal and external factors drive service climate in firms in smaller Asian emerging markets.

    Original languageEnglish
    Pages (from-to)627-656
    Number of pages30
    JournalInternational Journal of Human Resource Management
    Volume28
    Issue number4
    DOIs
    Publication statusPublished - 21 Feb 2017

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