Inspiring good soldiers cross-culturally through the lens of the theory of planned behavior—which works best, norms or behavioral control?

Ma, Emily; Hsiao, Aaron; Jing, Gao; Vada, Sera

doi:10.1016/j.jhtm.2020.07.014

Cited by 18 publications

(14 citation statements)

References 116 publications

(91 reference statements)

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“…This finding offers a new insight on OCB research because most OCB studies propose these three OCB types as parallel relationships (Ma et al , 2018; Ma et al , 2013; Ma et al , 2021a, 2021b). The effects of OCB-I and OCB-O on OCB-C reveal the importance of how positive human relationships and practices in the workplace support service employees to offer better service to customers, while the positive effect of a proactive customer service attitude on OCB-C recalls the recent studies of Ma et al (2020a, 2020b) and Wang et al (2021) on how service employees can get reenergized through positive customer interactions, which further contribute to OCB-C.…”

Section: Discussionmentioning

confidence: 85%

“…Moreover, we propose and receive significant empirical support that both proactive and reactive customer service attitudes can be enhanced through OCB-I. Although OCB has been widely examined in service settings in hospitality literature (Elche et al, 2020;Ma et al, 2020aMa et al, , 2020bTang and Tang, 2012), this study is the pioneer proposing and examining both proactive and reactive customer service attitudes within the relationships among OCB types. We applied social exchange theory to explain interesting displays of employees' proactive and reactive attitudes.…”

Section: Theoretical Implicationsmentioning

confidence: 79%

“…We also argue that the service employees would carry forward OCB performed toward internal customers (OCB-I and OCB-O) directly to external customers and engage in more OCB-C. Employees may carry forward certain behaviors to various occasions or targets (Spector and Fox, 2002;Wang et al, 2021). Performing OCB towards an organization and colleagues may enhance employees' psychological resources (Ma et al, 2020a(Ma et al, , 2020bSun et al, 2007), which could serve as positive reinforcers and may boost their willingness to go above and beyond at work and help the external customers. Thus, we hypothesize a spillover effect amongst OCB performed towards the various targets.…”

Section: Formation Of Organizational Citizenship Behavior Toward Cust...mentioning

confidence: 90%

“…We argue that proactive and reactive customer service attitudes would influence OCB-C. From the social exchange perspective, employees with a proactive customer service attitude are more likely to perform OCB-C because they may think it would help them gain positive returns from customers. According to Ma et al (2020aMa et al ( , 2020b and Wang et al (2021), service employees can get reenergized through proactive customer interactions, which spills over to more OCB-C. Therefore, we hypothesize a positive impact of proactive customer service attitude on OCB-C.…”

Section: Formation Of Organizational Citizenship Behavior Toward Cust...mentioning

confidence: 94%

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A workplace-driven model on the formation of OCB-C: perspectives of social exchange theory and agency theory

Wang

2022

IJCHM

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Purpose Different from the previous organizational citizenship behavior (OCB) literature, this study aims to propose an OCB-O (organizational citizenship behavior toward organizations) and OCB-I (organizational citizenship behavior toward individual coworkers) driven mechanism for the formation of OCB-C (organizational citizenship behavior toward customers). Based on the social exchange and agency theories, the authors propose that perceived leadership support and work autonomy contribute to both OCB-I and OCB-O, which contributes to proactive and reactive customer service attitude as well as OCB-C. Design/methodology/approach A three-wave survey was conducted in five-star hotels in Mainland China, and a sample of 410 hotel frontline employees was used to test the model. Findings Findings of the study suggested that perceived leadership support positively led to OCB-O and OCB-I while work autonomy led to OCB-I, demonstrating the importance of employees’ perceived leadership support on motivating employees to perform OCB-I and OCB-O. OCB-I and OCB-O directly improved OCB-C, confirming the proposed spillover effect from OCB-I and OCB-O to OCB-C. OCB-I supported both proactive and reactive customer service attitudes, revealing OCB-I as more effective than OCB-O on influencing employees’ service attitudes. Furthermore, OCB-I, OCB-O and proactive customer service attitude lead to OCB-C. Practical implications This study suggests that it is important for leaders to show care and support to employees and design jobs with a certain level of flexibility, so that employees are motivated to go the extra mile to do a good job. When employees make helping others a habit, they will provide more genuine care to customers and do a better job in serving customers. Originality/value This study supports the spillover mechanism of OCB-I and OCB-O on OCB-C. Specifically, the spillover mechanism starts from a workplace-driven model with employees’ perceived leadership support and work autonomy to enhance OCB-O as well as OCB-I. Then, spillover effects stem directly from OCB-I and OCB-O to OCB-C and indirectly to proactive customer service attitude.

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Section: Discussionmentioning

confidence: 85%

Section: Theoretical Implicationsmentioning

confidence: 79%

Section: Formation Of Organizational Citizenship Behavior Toward Cust...mentioning

confidence: 90%

Section: Formation Of Organizational Citizenship Behavior Toward Cust...mentioning

confidence: 94%

See 2 more Smart Citations

A workplace-driven model on the formation of OCB-C: perspectives of social exchange theory and agency theory

Wang

2022

IJCHM

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“…This theory indicates that behavioral intention, as an indicator for an action that is often cannot be measured and the best predictor of behavior, is based on three conceptual variables: attitude, subjective norms, and perceived behavioral control (Ajzen, 1991;Fishbein & Ajzen, 1975). This theory is commonly used in tourism and hospitality studies (Ulker-Demirel & Ciftci, 2020;Ma, Hsiao, Gao, & Vada, 2020;Tajeddini, Rasoolimanesh, Gamage, & Martin, 2021;Shawky, El Enen, & Fouad, 2019) A consumer's willing to use or purchase services or products is known as behavioral intention. A person's psychological mood and positive or negative appraisal of doing a certain activity are referred to as attitude.…”

Section: Theory Of Planned Behaviormentioning

confidence: 99%

Factors Affecting the Intention to Use Airbnb in Egypt: A PLS-SEM Approach

2021

ITHJ

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The aim of this study is to assess the intention of Egyptian travellers to consider using Airbnb platform as one of the sharing economy and peer-to-peer accommodation. This study proposes and tests the theory of planned behaviour (TPB) constructs as the determinants of the Airbnb intention to use Airbnb by using PLS-SEM approach. The findings show that attitude is a significant determinant of using intention, whereas subjective norms and perceived behavioural control are not. This study adds to the body of knowledge by employing TPB to analyse customer intention to use Airbnb, providing a theoretical basis and a starting point for further investigation of Airbnb's structural linkages with the sharing economy. The ability to design successful strategies for Airbnb to promote favourable purchase behaviours will be aided by a thorough knowledge of Airbnb guests' purchase intentions.

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Inspiring good soldiers cross-culturally through the lens of the theory of planned behavior—which works best, norms or behavioral control?

Cited by 18 publications

References 116 publications

A workplace-driven model on the formation of OCB-C: perspectives of social exchange theory and agency theory

A workplace-driven model on the formation of OCB-C: perspectives of social exchange theory and agency theory

Factors Affecting the Intention to Use Airbnb in Egypt: A PLS-SEM Approach

Serve perfectly, being happier: A perfectionistic perspective on customer-driven hotel employee citizenship behavior and well-being

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