因為旅遊業的興盛，以及中國大陸的酒店業如雨後春筍般的蓬勃發展，本研究希望了解不同的酒店品牌如何在中國大陸生存及營運。除了探討酒店品牌價值與高階團隊領導者之間的關係，體制、人力資源管理措施、服務文化、及員工行為都是本研究著重的議題。透過質化的研究方法，針對國際酒店品牌、區域酒店品牌、和本土酒店品牌進行訪談，希望從中了解到不同酒店品牌對於高階團隊領導者以及其他的構面有何影響。本研究的結果發現，除了不同酒店品牌對於高階團隊、人力資源管理措施、服務文化、員工行為有極大的影響外，體制也扮演著非常重要的一個角色。

As the rise of tourism industry, and the rapid development of hotel industry in China, we are eager to learn how different hotel brands operate there. This research focus on the study of top management team leaders and service brand value in hotels, where we also discuss the issues such as institutional context, human resource practices, service culture, and employee service behaviour. The research was conducted using a qualitative approach, and samples are selected from international brands, regional brands, and local brands. The purpose of this research is to investigate how different hotel service branding will be influential on top management team leadership and how it eventually leads to employee service behaviour. Results reveal that different service brand value has huge impact on top management team leadership, human resource practices, service culture, and promoting employee service behaviour, and moreover, institutional context also act as an important role in this research.

Table of Contents
Chapter 1: Introduction 1
1.1 Research Background 1
1.2 Research Motivation 3
1.3 Research Objectives 4
1.4 Research Procedure 4
Chapter 2: Literature Review 6
2.1 Institutional Context 6
2.2 Service Brand Value 8
2.3 Top Management Team (TMT) Leadership 12
2.4 Service Culture 17
2.5 Human Resource Practices 21
Chapter 3: Research Methodology 27
3.1 Conceptual Framework 27
3.2 Qualitative Research 27
3.3 Data Collection 28
3.4 Informants 29
3.5 Variable Definitions 33
3.5.1 Institutional Context 33
3.5.2 Service Brand Value 33
3.5.3 Top Management Team (TMT) Leadership 33
3.5.4 Service Culture 34
3.5.5 Human Resource Practices 34
3.5.6 Promoting Employee Service Behaviour 34
Chapter 4: Case Study and Propositions 35
4.1 Institutional Context 36
4.2 Service Brand Value 39
4.3 Top Management Team (TMT) Leadership 42
4.4 Service Culture 44
4.5 HR Practices 47
4.6 Promoting Employee Service Behaviour 50
4.7 Institutional Context and Others 54
4.8 Service Brand Value vs. TMT Leadership 57
4.9 Service Brand Value vs. HR Practices 62
4.10 Service Brand Value vs. Service Culture 69
4.11 Service Brand Value vs. Promoting Employee Service Behaviour 74
4.12 TMT Leadership vs. HR Practices 79
4.13 TMT Leadership vs. Service Culture 86
4.14 HR Practices vs. Promoting Employee Service Behaviour 91
4.15 Service Culture vs. Promoting Employee Service Behaviour 99
Chapter 5: Conclusion and Discussion 108
5.1 Conclusion 108
5.2 Managerial Implication 112
5.3 Limitation 115
5.4 Future Research Implication 116
Reference 117
Appendix 129

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