Customer-Oriented Constructive Deviance as a Reaction to Organizational Injustice Toward Customers

Gong, Taeshik; Sun, Pengchang; Kang, Mingyeong

doi:10.1177/19389655211012327

Cited by 20 publications

(33 citation statements)

References 97 publications

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“…Third, in the context of pro-customer deviance, this study integrated the customers' responses toward the customer-contact employee and the specific company within a conceptual framework. To our knowledge, many existing studies on pro-customer deviance mixed the customers' reactions toward the employees and their organizations (Gong et al, 2022 ), which implies that these responses toward different objects are assumed to be the same. This study attributes to the existing research by investigating both customer–employee relationships and customer–company identification in the context of pro-customer deviance.…”

Section: Discussionmentioning

confidence: 99%

“…To test the dyadic interaction relationship between two individuals in terms of their emotions, attitudes, or behaviors (Kenny et al, 2006) and reduce the common method bias (Podsakoff et al, 2003), we applied a paired dyad design in the survey, a method that was widely adopted in the context of hospitality (e.g., Gong et al, 2020Gong et al, , 2022. The customer who had just had a service encounter with a hotel employee was immediately contacted by the research assistant and asked to fill out a questionnaire.…”

Section: Methods Samples and Proceduresmentioning

confidence: 99%

“…For example, employees give customers the most suitable advice on the choices of production or service even at the risk of losing them. According to Gong et al ( 2022 ), employees' action on pro-customer behavior in the interest of the customer implies that the underlying motivator is altruism.…”

Section: Literature Review and Research Hypothesismentioning

confidence: 99%

See 2 more Smart Citations

Feeling good and doing more: How does the customer respond to pro-customer deviance in the context of hospitality

Xu²,

Ji³

2022

Front. Psychol.

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Guided by the service-dominant logic, hospitality employees have to occasionally engage in pro-customer deviance to offer customized service. While pro-customer deviance has been linked with several customer attitudinal outcomes, the different customers' emotional and behavioral responses have not yet been clarified. This study explored customers' responses toward customer-contact employees and enterprises. In addition, to investigate the emotional and cognitive mechanisms underlying those response processes, this study introduced gratitude toward employee and customer–company identification as mediators in the relationship between pro-customer deviance and a series of customer extra-role behaviors. A multisource field study was conducted to test a two-stage structural equation model. The results showed that pro-customer deviance is positively related to customers' positive feedback and service friendship toward employees via gratitude. Also, the customer–company identification is found to play a mediation role between pro-customer deviance and customers' advocacy and prohibitive voice toward an organization. Theoretical and managerial contributions are also discussed at the end.

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Section: Discussionmentioning

confidence: 99%

Section: Methods Samples and Proceduresmentioning

confidence: 99%

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Feeling good and doing more: How does the customer respond to pro-customer deviance in the context of hospitality

Xu²,

Ji³

2022

Front. Psychol.

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“…Instead, we believe that morally disengaged employees sometimes defy organizational rules in the interest of a party such as customers because they are motivated enough to oppose practices they see as stagnant, ineffective, or even dangerous to those around them (Dahling and Gutworth, 2017). For example, morally disengaged frontline service employees may try to justify their violation of workplace rules for the benefit of the customer with various considerations, such as objecting to the organization's policy and its unfairness toward customers or achieving the interests of the organization in the long run (Priesemuth, 2013;Gong et al, 2021). According to the above logical discussion, we propose the following: Hypothesis 3: Moral disengagement will positively affect customer-oriented destructive deviance (CODD).…”

Section: Moral Disengagement and Team Members' Deviant Customer-orien...mentioning

confidence: 99%

A multilevel investigation of leader–member exchange differentiation’s consequences: A moral disengagement perspective

et al. 2022

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We examine the effects of leader–member exchange (LMX) differentiation on team members’ outcomes (customer-oriented constructive and destructive deviant behaviors) by using team moral disengagement as a psychological mechanism mediating this relationship and LMX differentiation bases (i.e., performance and personal liking) moderating the relationship. Analysis of multilevel data collected from 289 frontline employees organized into 76 finance-related customer service teams shows that LMX differentiation significantly reduced team moral disengagement only when the performance basis was high, and that the negative relationship between LMX differentiation and team moral disengagement was significant only when the personal liking basis was low. Furthermore, we found that the LMX bases moderated the indirect effect of LMX differentiation on team members’ outcomes through team moral disengagement. The findings advance team moral disengagement as a novel mechanism for cross-level relationship between LMX differentiation and team members’ outcomes at the individual level, and project differentiation bases as a condition under which LMX differentiation unpacks the reasons for team members’ favorable or unfavorable responses. They reveal LMX differentiation as a complex and multifaceted phenomenon, whose essence can only be understood if examined from multiple levels. We also contribute to the literature by revealing the cognitive pathway through which LMX differentiation may be associated with team members outcomes.

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“…OD has received a great deal of consideration due to the serious outcomes ( Samnani et al, 2014 ; Qiuyun et al, 2020 ; Mackey et al, 2021 ). Researchers have found many reasons for OD like abusive supervision ( Tepper et al, 2009 ), less attention ( Jones, 2009 ), and feeling of injustice ( Hershcovis et al, 2007 ; Gong et al, 2021 ). Injustice and inequality, according to Jones (2009) , are essential components in the development of aberrant workplace behavior.…”

Section: Introductionmentioning

confidence: 99%

The Outcomes of Organizational Cronyism: A Social Exchange Theory Perspective

et al. 2022

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The current research examines the possible outcomes of cronyism like organizational deviance (OD), organizational cynicism (OCy), and counterproductive work behavior and also investigates the mediating variable violation of psychological contract (VPC) among cronyism and its possible outcomes. Many studies have investigated the presence of organizational cronyism (OC) at the workplace and its impacts on certain variables. However, the outcomes observed in this study, i.e., OD, OCy, and counter-productive work behavior were not empirically investigated previously as per researchers’ knowledge. The second gap this study fills is the mediating effect of VPC between the studied variables. Thirdly, the study was conducted in Azad Jammu and Kashmir, Pakistan, which is almost the first attempt to investigate this phenomenon in Azad Jammu and Kashmir. Data were collected from the employees working under different ministries of Azad Jammu and Kashmir, Pakistan like education, forest, sports, information, local government, finance, and tourism. The data from 350 employees were collected through convenience sampling. The data collection process was conducted at two distinct time lags. Results show that OC significantly and positively relates with OD, OCy, and counter-productive work behavior, whereas VPC mediates the relationship among OC and OD, OC, and counter-productive work behavior. Employees enjoying special favors from the leadership seem to be more dedicated toward the organization than the employees who do not have this favor, and the ultimate result is negative for the organization.

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Customer-Oriented Constructive Deviance as a Reaction to Organizational Injustice Toward Customers

Cited by 20 publications

References 97 publications

Feeling good and doing more: How does the customer respond to pro-customer deviance in the context of hospitality

Feeling good and doing more: How does the customer respond to pro-customer deviance in the context of hospitality

A multilevel investigation of leader–member exchange differentiation’s consequences: A moral disengagement perspective

The Outcomes of Organizational Cronyism: A Social Exchange Theory Perspective

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