June-Ho Chung
Current Organizations / Institutes
The organizations/institutes from the scholar's latest article
Previous Organizations / Institutes
The organizations / institutes from the scholar's other articles in the past ten years
June-Ho Chung has a total of 7 co-authors. Here are the top co-authors by number of shared publications:
- Won-Moo Hur
College of Business Administration, Inha University
3 shared publications - Hyewon Park
College of Business, Tennessee Technological University, Cookeville, Tennessee, USA
2 shared publications Dongkyun Ahn
1 shared publication- Kyungwon Lee
Kean University
1 shared publication - Sungjun (Steven) Park
Queen Mary University of London Department of Marketing
1 shared publication Yiting (Tami) Chu
National Chengchi University
1 shared publication
Latest Publications
- 30 September 2026
- Published by Taylor & Francis in The Service Industries Journal
- p. 1-32
Collaborating with service robots: enhancing work engagement and job outcomes
1. Over the past few decades, advances in digital technology and automation have significantly transformed the organization and performance of service jobs. A key driver of this transformation is t...
- 30 September 2026
- Published by Taylor & Francis in The Service Industries Journal
- p. 1-32
Collaborating with service robots: enhancing work engagement and job outcomes
1. Over the past few decades, advances in digital technology and automation have significantly transformed the organization and performance of service jobs. A key driver of this transformation is t...
- 9 June 2025
- Published by Taylor & Francis in Asia Pacific Business Review
- Vol. 32 (3) , 569-594
Beyond Hallyu celebrity appeal: understanding celebrity attractiveness and content creativity as strategic marketing resources in Taiwan
- 9 June 2025
- Published by Taylor & Francis in Asia Pacific Business Review
- Vol. 32 (3) , 569-594
Beyond Hallyu celebrity appeal: understanding celebrity attractiveness and content creativity as strategic marketing resources in Taiwan
- 3 April 2025
- Published by Taylor & Francis in Journal of Advertising Research
- Vol. 65 (2) , 259-277
Designing AI Agents for New Product Endorsement: Do Human-Like or Cartoon-Like AI-Generated Endorsers Evoke More Positive Ad Engagement from Consumers?
- 3 April 2025
- Published by Taylor & Francis in Journal of Advertising Research
- Vol. 65 (2) , 259-277
Designing AI Agents for New Product Endorsement: Do Human-Like or Cartoon-Like AI-Generated Endorsers Evoke More Positive Ad Engagement from Consumers?
- 6 September 2024
- Published by Emerald Publishing in Journal of Service Theory and Practice
- Vol. 34 (6) , 915-940
Unlocking emotional labor: how organizational control systems shape frontline service employees’ emotional labor
Purpose: This study investigates how organizational control systems induce emotional labor in frontline service employees (FLEs). Drawing on the stimulus–organism–response (S-O-R) theory, we hypothesized that two control systems, an outcome-based control system (OBCS) and a behavior-based control system (BBCS), trigger work engagement rather than organizational dehumanization in FLEs, leading them to choose deep acting rather than surface acting as an emotional labor strategy.Design/methodology/approach: This study employed three-wave online surveys conducted 3–4 months apart to assess the time-lagged effects of S-O-R. We measured OBCS, BBCS (stimuli) and control variables at Time 1 (T1); work engagement and organizational dehumanization (organisms) at Time 2 (T2) and emotional labor strategies (responses) at Time 3 (T3). A total of 218 employees completed the T1, T2 and T3 surveys.Findings: OBCS increased work engagement, leading to increased deep acting. BBCS enhanced organizational dehumanization, leading to increased surface acting. Post-hoc analysis confirmed that the indirect effect of OBCS on deep acting through work engagement and the mediation effect of BBCS on surface acting through organizational dehumanization were statistically significant.Originality/value: This study collected three-wave data to reveal how organizational control systems affect FLEs’ emotional labor in the S-O-R framework. It illustrated how organizations induce FLEs to perform effective emotional strategies by investigating the effects of organizational control systems on their internal states.
- 6 September 2024
- Published by Emerald Publishing in Journal of Service Theory and Practice
- Vol. 34 (6) , 915-940
Unlocking emotional labor: how organizational control systems shape frontline service employees’ emotional labor
Purpose: This study investigates how organizational control systems induce emotional labor in frontline service employees (FLEs). Drawing on the stimulus–organism–response (S-O-R) theory, we hypothesized that two control systems, an outcome-based control system (OBCS) and a behavior-based control system (BBCS), trigger work engagement rather than organizational dehumanization in FLEs, leading them to choose deep acting rather than surface acting as an emotional labor strategy.Design/methodology/approach: This study employed three-wave online surveys conducted 3–4 months apart to assess the time-lagged effects of S-O-R. We measured OBCS, BBCS (stimuli) and control variables at Time 1 (T1); work engagement and organizational dehumanization (organisms) at Time 2 (T2) and emotional labor strategies (responses) at Time 3 (T3). A total of 218 employees completed the T1, T2 and T3 surveys.Findings: OBCS increased work engagement, leading to increased deep acting. BBCS enhanced organizational dehumanization, leading to increased surface acting. Post-hoc analysis confirmed that the indirect effect of OBCS on deep acting through work engagement and the mediation effect of BBCS on surface acting through organizational dehumanization were statistically significant.Originality/value: This study collected three-wave data to reveal how organizational control systems affect FLEs’ emotional labor in the S-O-R framework. It illustrated how organizations induce FLEs to perform effective emotional strategies by investigating the effects of organizational control systems on their internal states.