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.