The Management of Service Brand Value in China’s Hotel Industry

Hsiao-Ping Chang^{1, 2}, Chun-Chieh Ma³
(1. School of Diet and Restaurant Management, Chung Shan Medical University, Taiwan;
2. Department of Medical Management, Chung Shan Medical University Hospital, Taiwan;
3. Department of Public Administration and Management, National University of Tainan, Taiwan)

Abstract: This study uses the resource-based view of a firm, competence-based perspectives and institutional theory to investigate how top management team leaders in China cultivate the service brand value of their hotels, maintain sound employee service behaviors, and incorporate the resource-based advantages (i.e., service brand value, top management team leadership, staffing and training practices, and service culture) of their hotel brands at the global, regional, and local scales. A qualitative approach is used to collect data for our various case studies. The results can make contributions to provide a better understanding of how a China’s firm uses its specific resources to create sustainable competitive advantages that compensate for the local institutional context. In addition, transformational leadership is a crucial mechanism in China that facilitates employees’ service behavior through staffing and training practices and service culture to provide consistent service brand value.

Key words: institutional context; service brand value; top management team leadership

JEL codes: L8