Customer-oriented boundary-spanning behaviors: Test of a social exchange model of antecedents

Bettencourt, Lance A.; Brown, Stephen; MacKenzie, Scott B.

doi:10.1016/j.jretai.2005.03.004

Cited by 177 publications

(146 citation statements)

References 38 publications

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“…This is likely to be more problematic in complex tasks, which require the utilisation of a larger number of cues (Easterbrook, 1959), and frontline service jobs tend to be complex given the high degree of interpersonal interaction (e.g. Bettencourt, Brown, & MacKenzie, 2005), emotional labour (e.g. Zeithaml et al, 2009), and need for flexibility due to the heterogeneous nature of customers' needs (Dubinsky et al, 1986).…”

Section: Research Hypothesesmentioning

confidence: 99%

Personality and the creativity of frontline service employees: linear and curvilinear effects

Coelho

Lages

Sousa

2016

The International Journal of Human Resource Management

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Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. *Corresponding author AcknowledgmentWe are grateful to Marlene Noronha for her assistance with data collection and the comments of participants of the 2014 AMS World Marketing Congress. Personality and the creativity of frontline service employees: Linear and curvilinear effectsPrevious studies have investigated the relationship between the Five Factor model of personality and creativity. As this model has been criticised for providing a limited account of an individual's personality, this study considers additional personality traits that have recently been investigated in the literature as determinants of employee behaviour. Moreover, we also contribute to the existing body of literature by conducting this study in a services setting, for which we predict personality traits will exert differentiated effects on creativity when compared to other settings. Finally, while past research has focused on linear effects, this study examines the existence of nonlinear effects between personality and creativity. The results indicate that personality traits apart from the Five Factor model have an impact on creativity and that the effects of several personality traits on the creativity of frontline service employees differ from those obtained in other settings. Lastly, the findings also show that five of the personality traits have non-linear effects on creativity, and this may be a stimulus for a new stream of research in the human resources literature.Keywords: creativity; personality; service employees; linear and curvilinear effects Personality and the creativity of frontline service employees: Linear and curvilinear effects IntroductionCreativity refers to the development of ideas about goods, services, processes, and practices, which are novel and likely to be useful to an organisation (Shalley, Zhou, & Oldham, 2004).Whereas creativity reflects the development of these ideas at the individual level, innovation concerns the organisational implementation of such ideas (Amabile, 1996). Due to the belief that creativity is paramount not only to greater customer experiences and customer satisfaction (e.g. Coelho, Augusto, & Lages, 2011;Daly, Grove, Dorsch, & Fisk, 2009), but also organisational innovation and ultimately performance (Amabile, Barsade, Mueller, & Straw, 2005;Chen, Shih, & Yeh, 2011;Jiang, Wang, & Zhao, 2012;Liu, 2013), employee creativity has been attracting growing research attention (e.g. Probst, Stewart, Gruys, & Tierney, 2007). Creativity ...

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Section: Research Hypothesesmentioning

confidence: 99%

Personality and the creativity of frontline service employees: linear and curvilinear effects

Coelho

Lages

Sousa

2016

The International Journal of Human Resource Management

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“…This team boundary-spanning process benefits the target actors -management -as they stay informed of a group's progress. This further supports higher-level planning and resource allocation decisions, which in turn, can help the organization meet external client expectations (cf., Bettencourt et al, 2005).…”

Section: Research On Team Boundary Spanningmentioning

confidence: 99%

“…Third, given that team boundary spanning appears to be foundational to many of the organizational processes of interest to ESM researchers, our study provides a first step toward exploring a broader range of outcomes that may be associated with ESM use in organizations, such as coordination, knowledge, resources needed for innovation (Hargadon, 1998); learning (Edmondson, 1999); generative capacity (Van Osch and Avital, 2010;Jarvenpaa and Lang, 2011); customer satisfaction (Bettencourt et al, 2005); and time compression/ efficiency for which team boundary spanning seems to be a crucial mediator. To the team boundary spanning literature we contribute an understanding of the use of virtual tools to support a range of activities in response to recent calls for validating existing theories in virtual settings (Kirkman andMathieu, 2005, Marrone et al, 2007).…”

Section: Implication For the Literature On Esm And Team Boundary Spanmentioning

confidence: 99%

Team Boundary Spanning: Strategic Implications for the Implementation and use of Enterprise Social Media

Osch

Steinfield

2016

Journal of Information Technology

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Recent team boundary spanning literature has recommended a shift toward assessing the role of virtual tools -such as social media. Simultaneously the proliferation of Enterprise Social Media (ESM) points to the need to theorize and investigate the supra-individual usage of these tools, such as their usefulness for organizational groups. This paper responds to both mandates through a theoretical integration of the team boundary spanning and existing ESM literature. Using data from two studies -one qualitative and one quantitative -this papers addresses two important research questions regarding the empirical relationship between team boundary spanning and ESM for understanding (i) the types of team boundary-spanning activities that group members enact through ESM and (ii) the effects of ESM on extra-team stakeholders' perceptions and reciprocating actions vis-à-vis the team boundary-spanning activities of these group members. The results of this study show that ESM, largely as a function of their visibility affordance, supports a narrow set of representational activities, but offers only limited support for information search and coordination. Furthermore, the findings reveal that ESM activity has a positive effect on extra-team stakeholders' recognition and financial support of the representational ESM posts emanating from the boundary-spanning group. Important implications for theory, strategy, and design are discussed.

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“…As such, store managers have a wider boundary-spanning role, beyond the customer-oriented perspective typically developed in the literature (Bettencourt et al, 2005;Edmondson and Boyer, 2012). This role is becoming increasingly important as, for example, shopping centre operators face pressure to improve their asset management activities (Konopa and Zallocco, 1981;Howard, 1997).…”

Section: Sounding Boards On Managerial Effectivenessmentioning

confidence: 99%

Store managers – the seismographs in shopping centres

Teller

Alexander

2014

European Journal of Marketing

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Purpose – The aim of this paper is to investigate the link between store managers’ evaluation of how customers assess a shopping centre and their own evaluation of the centre and, based on that, the relevance of store managers in reflecting on and informing the management and marketing practices of the local shopping centre management. Design/methodology/approach – A conceptual model is developed based on the network and boundary-spanning theories. The model is tested using a Web-based survey of 217 managers, representing stores located in shopping malls, and by applying covariance-based structural equation modelling. Findings – The study reveals store managers to be engaging in a significant information-processing pathway, from customers’ evaluation of the shopping centre (as perceived by the store manager) to their own evaluation of the centre in terms of managerial satisfaction and loyalty. Research limitations/implications – The empirical study focuses exclusively on shopping malls and thus does not consider other shopping centre forms such as town centres and retail parks. Practical implications – This paper concludes that store managers have the potential to be informational boundary spanners and, thus, valuable resources to inform and give feedback to shopping centre management. Originality/value – The contribution of this paper is to provide a more complete understanding of the role of the store manager as an integral actor in the shopping centre in terms of informational boundary spanning between the retail organisation, the customers and local shopping centre management.

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Customer-oriented boundary-spanning behaviors: Test of a social exchange model of antecedents

Cited by 177 publications

References 38 publications

Personality and the creativity of frontline service employees: linear and curvilinear effects

Personality and the creativity of frontline service employees: linear and curvilinear effects

Team Boundary Spanning: Strategic Implications for the Implementation and use of Enterprise Social Media

Store managers – the seismographs in shopping centres

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