Information control, role perceptions, and work outcomes of boundary-spanning frontline managers

Rigopoulou, Irini; Theodosiou, Marios; Katsikea, Evangelia; Perdikis, Nicholas

doi:10.1016/j.jbusres.2011.03.001

Cited by 39 publications

(31 citation statements)

References 53 publications

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“…how individual perceptions of IM affect behavioural outcomes) and not on how cross-level interactions influence the success of an internal marketing program (Suh et al, 2011;Lings and Greenley, 2009;Tsai and Wu, 2011). Branch managers' role remains particularly indispensable in retail services, as they are pivotal in implementing organizational strategies at the branch level, by providing appropriate guidelines, directions and support to front-line employees, as well as through their personal interaction with firm's customers (Theodosiou et al, 2012). Despite some recent evidence stressing the importance of cross-level interactions for successful internal marketing efforts (Tsai and Wu, 2011), few research scrutiny is attracted to 7 whether supervisors can actually enact subordinates to embrace the internal marketing philosophy Boukis and Gounaris, 2014).…”

Section: Branch Manager's Im and Front-line Employee Outcomesmentioning

confidence: 99%

Linking internal marketing with customer outcomes

Boukis

Kaminakis

Siampos

et al. 2015

Marketing Intelligence &Amp; Planning

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This study explores how the adoption of an internal marketing (IM) program in a retail banking setting enhances some positive employee behaviours that promote customer perceived service quality. A multilevel research design is adopted which draws evidence from branch managers, employees and customers in order to investigate whether branch manager's adoption of an Internal Marketing philosophy affects front-line employee responsiveness to the firm's internal marketing strategies and their levels of motivation, empowerment and organizational identification respectively. The equity theory and the social exchange theory constitute the theoretical background of this study. Results indicate that manager's IM adoption can enhance employee adoption of IM and raises their levels of motivation, empowerment and organizational identification. The moderating role of manager-employee dissimilarity is also discussed. Finally, findings confirm that employee motivation, empowerment and organizational identification affect customer perceptions of service quality.

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Section: Branch Manager's Im and Front-line Employee Outcomesmentioning

confidence: 99%

Linking internal marketing with customer outcomes

Boukis

Kaminakis

Siampos

et al. 2015

Marketing Intelligence &Amp; Planning

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show abstract

“…A satisfação no trabalho melhora significativamente o desempenho e a eficácia, apoiando em longo prazo a prosperidade da instituição bancária (RIGOPOULOU et al, 2012;GAGANDEEP, 2015). Ajustes entre as habilidades e a personalidade do empregado, com os requisitos do trabalho, levam a melhores resultados, fidelidade e satisfação dos clientes, além de estimular o lucro e o crescimento da organização (YAVAS; BABACUS, 2010).…”

Section: A Satisfação No Trabalho De Profissionais Do Setor Bancário unclassified

“…O administrador possui o papel de influenciar a atitude dos outros gerentes e demais colegas, por meio do estabelecimento de políticas organizacionais claras e mecanismos de comunicação mais eficazes da estratégia organizacional, com o intuito de proporcionar maior satisfação no emprego (RIGOPOULOU et al, 2012;XIAOYAN;PUXI, 2010).…”

Section: Fatores Determinantes Da Satisfação No Trabalho -O Papel Da unclassified

Satisfação No Trabalho Dos Bancários E Seus Fatores Determinantes – Uma Revisão Integrativa

Corrêa

Camelo

Leal

2018

E&G

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RESUMOO estudo teve o objetivo de identificar a presença de satisfação no trabalho dos profissionais do setor bancário e o papel da gerência dos serviços. Trata-se de uma revisão integrativa e a coleta de dados foi realizada em quatro bases eletrônicas, nos anos de 2015 e 2016. Foram selecionados 21 artigos publicados no período de 2010 a 2016. Os resultados mostraram índices diferenciados de satisfação no trabalho dos profissionais do setor bancário. Dentre os fatores positivos que podem interferir nessa satisfação estão: liderança participativa, ambiente de trabalho saudável e de aprendizagem, treinamento, comprometimento organizacional, entre outros. Conclui-se que os resultados deste estudo possam contribuir para a reflexão dos profissionais das instituições financeiras, bem como gestores da área de saúde do trabalhador, quanto à necessidade de promoção da satisfação no trabalho dos funcionários, considerando que esta pode influenciar potencialmente o ambiente organizacional e trazer consequências para as metas ou resultados esperados pela organização.Palavras-Chave: Satisfação no emprego. Condições de trabalho. Administração financeira. Ambiente de trabalho. Setor público.

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“…Bell, Mengüç, & Widing, 2010;Bettencourt, Brown, & Mackenzie, 2005;Bowen & Schneider, 1985;Netemeyer, Maxham, & Lichtenstein, 2010). Research has focused on the characteristics of boundary spanners that interface with customers to determine how they perceive their role, and what factors may inhibit performance (Rigopoulou et al, 2012).…”

Section: Store Managers As Boundary Spanners In Service Networkmentioning

confidence: 99%

“…Stores in the shopping center represent nodes in the network, while store managers and other store employees are representatives that undertake the role of network actors (Rigopoulou, Theodosiou, Katsikea, & Perdikis, 2012). Importantly, the objectives of parent retail organizations influence the activities of the store managers that participate in the network.…”

Section: Introductionmentioning

confidence: 99%

The boundary spanning of managers within service networks

Alexander

Teller

Roggeveen

2016

Journal of Business Research

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a b s t r a c tThis research examines how managers act as a boundary spanner in two types of boundary-spanning relationships and how their boundary-spanning activities provide support for customer value creation in service networks. Using an embedded case design in three shopping centers, the results from interviews with retail store managers and shopping center managers indicate that store managers span boundaries between both the parent organization and the shopping center and between the shopping center and customers. Analysis reveals six types of boundaryspanning activities. Four serve to represent the organization (service delivery, coordination, guarding, and external communication), while two are informational in nature (outbound information collection and relay, and inbound information collection and relay). This research highlights the wide range of activities a manager can undertake to improve the competitiveness of a company and service network by enhancing customer value.

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Information control, role perceptions, and work outcomes of boundary-spanning frontline managers

Cited by 39 publications

References 53 publications

Linking internal marketing with customer outcomes

Linking internal marketing with customer outcomes

Satisfação No Trabalho Dos Bancários E Seus Fatores Determinantes – Uma Revisão Integrativa

The boundary spanning of managers within service networks

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