Influence of social identity on service sabotage in hospitality organizations: cross-level roles of job embeddedness, organizational identification and supervisor support

Abstract

Purpose

On the basis of social identity theory, the purpose of this study is to simultaneously examine how social-based identity (i.e. organizational identification and supervisor support) and personal-based identity (i.e. work-related characteristics and job embeddedness) influence employees’ service sabotage.

Design/methodology/approach

By using a sample of 685 employee–customer dyads, this study investigated whether the cross-level moderating roles of organizational identification and supervisor support can activate linkage between work-related characteristics and job embeddedness.

Findings

The results of this study indicated that job embeddedness mediates the multiple cross-level effects of organizational identification, supervisor support and work-related characteristics on service sabotage. Moreover, work-related characteristics influence job embeddedness more positively in higher than lower levels of organizational identification and supervisor support.

Practical implications

This study provides a valuable approach to effective management practices, helps to clarify identification at work and expands perceived external prestige for hospitality companies.

Originality/value

These findings support that identity in organizations can be recognized as one of the fundamental concepts that influence individual psychological traits, capabilities, bodily attributes, group classifications and organizational effectiveness.

Citation

Wang, C.-J. (2024), "Influence of social identity on service sabotage in hospitality organizations: cross-level roles of job embeddedness, organizational identification and supervisor support", International Journal of Contemporary Hospitality Management, Vol. 36 No. 6, pp. 1868-1892. https://doi.org/10.1108/IJCHM-12-2022-1622