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Dimensions of behavior and proactive improvement in hotel outsourcing relationships: the role of justice

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Abstract

This study shows the role of justice as a success factor in hotel outsourcing relationships. More specifically, it investigates the associations between two different dimensions of justice (procedural and distributive) and attitudes and behaviors in the relationship with suppliers, in terms of trust, cooperation, and long-term orientation. The work also analyzes to what degree these behavioral elements influence suppliers’ proactive improvement, and whether cooperation mediates these relationships. The study provides a unique perspective on this dynamic and the results of the relationships between suppliers and hotels. The results establish that the perception of distributive justice has a positive influence on the long-term orientation of the outsourcing relationship, whereas the perception of procedural justice negatively influences the long-term orientation. The research findings provide evidence about the influence of procedural and distributive justice on trust in the outsourcing relationships, and that trust has a positive impact on cooperation and a long-term orientation. The results show that the long-term orientation and trust do not directly influence proactive improvement, but there is an indirect effect through cooperation.

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Authors and Affiliations

  1. Edificio Departamental de Ciencias Económicas y Empresariales, University of Las Palmas de Gran Canaria, Módulo C, 35017, Las Palmas de Gran Canaria, Spain

    Tomás F. Espino-Rodríguez & Juan Carlos Ramírez-Fierro

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  1. Tomás F. Espino-Rodríguez
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  2. Juan Carlos Ramírez-Fierro
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Correspondence to Tomás F. Espino-Rodríguez.

Appendix

Appendix

1.1 Procedural justice

JP1. Our external service providers follow fair policies when dealing with us.

JP2. Our external service providers address us with fairness and justice.

JP3. Our external service providers treat us fairly.

1.2 Distributive justice

JD1. My hotel makes a strong contribution to the outsourcing relationships.

JD2. My hotel receives high outcomes and rewards from the outsourcing relationships.

JD3. The external service providers contribute a lot to the outsourcing relationships of this hotel.

JD4. The outsourced service providers receive high rewards or outcomes from the outsourcing relationship.

1.3 Long-term orientation

O1. We want out relationships with outsourced service suppliers to last a long time.

O2. The renovation of our relationships with the outsourced service suppliers is practically automatic.

O3. Our relationships with the outsourced service suppliers are stable over time.

O4. The relationships with our outsourced service suppliers are long-term alliances.

1.4 Cooperation

CO1. Our philosophy for doing business or organizing projects is quite similar to that of our external suppliers.

CO2. Our external suppliers and my hotel are always headed in the same direction.

CO3. When problems arise in the outsourcing project, we look for suitable solutions together.

CO4. In our commercial relationship, both parties respect each other completely.

1.5 Trust

C1. The outsourced service suppliers fulfill the promises they make to the hotel.

C2. When there are problems, the outsourced service suppliers are honest with the hotel.

C3. The outsourced service suppliers are trustworthy.

C4. The outsourced service suppliers correctly perform tasks that we cannot directly control.

1.6 Proactive improvement

M1. The outsourcing suppliers even make suggestions for improvement in matters that go beyond their responsibility.

M2. When the situation changes, the outsourcing suppliers adapt the activities and processes when they find it useful and necessary.

M3. The outsourced service suppliers take initiative when suggesting improvements.

M4. External service providers show a high level of innovation.

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Espino-Rodríguez, T.F., Ramírez-Fierro, J.C. Dimensions of behavior and proactive improvement in hotel outsourcing relationships: the role of justice. Serv Bus 13, 479–508 (2019). https://doi.org/10.1007/s11628-018-00392-z

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  • DOI: https://doi.org/10.1007/s11628-018-00392-z

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