Organizational pride and its positive effects on employee behavior

Gouthier, Matthias H. J.; Rhein, Miriam

doi:10.1108/09564231111174988

Cited by 141 publications

(205 citation statements)

References 52 publications

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“…It is easier to establish buy-in from employees for the former, largely because they typically feel proud to be part of an organization that delivers excellence (Gouthier and Rhein 2011). This is true in all of our five cases.…”

Section: Organizational Ambidexteritymentioning

confidence: 68%

“…Service excellence, while complicated particularly in large organizations (Zeithaml et al 2017), seems a more natural focus of service employees (Gouthier and Rhein 2011), but cost-effectiveness is a harder sell to employees. The organizations in our sample that pursued a dual culture strategy had strong leadership rationales and motivations that enabled them to sell cost-consciousness to their employees.…”

Section: Integrative Frameworkmentioning

confidence: 99%

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Cost-effective service excellence

Wirtz

Zeithaml

2017

J. of the Acad. Mark. Sci.

182

117

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This article integrates relevant literature to develop a conceptual model on the potential avenues to achieve service excellence at low unit costs, which we term cost-effective service excellence (CESE). To gain a deeper understanding of these strategies, their applicability and interrelatedness, we analyze how 10 organizations have achieved CESE. Our findings show that CESE can be achieved through three core strategies. First, a dual culture strategy provides a comprehensive set of highquality services at low cost, largely driven by leadership ambidexterity and contextual ambidexterity. Second, an operations management approach reduces process variability and thereby allows the increased use of systems and technology to achieve CESE. Third, a focused service factory strategy can enable CESE through a highly specialized operation, typically delivering a single type of service to a highly focused customer segment. The use of the three approaches ranges from Bpure^(e.g., mostly pursuing a dual culture strategy) to combinations of the latter two approaches with the dual culture strategy (e.g., a focused service factory strategy combined with dual culture). Our conceptual model provides an integrated view of the strategic options available to organizations that aim to pursue a strategy of CESE.

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Section: Organizational Ambidexteritymentioning

confidence: 68%

Section: Integrative Frameworkmentioning

confidence: 99%

Cost-effective service excellence

Wirtz

Zeithaml

2017

J. of the Acad. Mark. Sci.

182

117

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“…As pride is conceptualised as the feeling of importance and admiration based on an individual's job status, it is expected that employee pride will have a positive influence on the organisationally desirable outcomes included in the conceptual model. While pride in the workplace has not received a large amount of attention in the literature (Gouthier and Rhein, 2011), previous investigations have indicated a positive relationship with key workplace outcomes such as job self-efficacy (Todd and Harris, 2009) and intentions to stay in their organisation (Tyler and Blader, 2001). We first propose that employee pride will have a positive effect on job satisfaction in the professional sport setting.…”

Section: Theoretical Developmentmentioning

confidence: 99%

Sport identification and employee pride: key factors in sport employee psychology

Swanson

Kent

2017

IJSMM

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The current study used a positive psychology approach to gain insight on employees working within the professional sports industry. While psychological fulfillment has been proposed as a critical area of distinction for managing in the sport environment, there is a need for empirical investigation relating to this proposition. The purpose of the current study was to address this gap in the literature and assess the role of psychological fulfillment in the form of sport employee pride. This study also addresses the role of identification with a specific sport and introduces this concept to the organisational behaviour literature more generally. More than 1,000 employees from five different professional sports leagues participated in the study, with structural equation modelling results providing support for sport identification and employee pride having a positive influence on satisfaction and organisational citizenship behaviour. Implications for sport managers are that employees working in this environment can have a psychological connection with a particular sport, which in turn augments employee pride and leads to positive attitudes and behaviours in the workplace. The results of this study are significant to sport managers in relation to human resource decisions and promoting positive psychology in the workplace.

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“…Finally, regarding the positive relationship, some authors suggest that the costs of CSR activities are minimal compared to the potential benefits to the firm (e.g., Pava and Krausz, 1996). Higher CSR can result in higher ability to attract and retain quality employees (thus reducing the probability of labor problems) (Andreassen and Lanseng, 2010;Gouthier and Rhein, 2011;Lings and Greenley, 2010) and in more positive customer attitudes toward the firm and the purchase of its products (e.g., Du et al, 2007). Further, CSR activities may improve a firm's reputation (e.g., Vilanova et al, 2009) and its relationships with stakeholders, and these improved relationships may also be translated into economic benefits (Bhattacharya and Sen, 2004).…”

Section: Impact Of Csr On Financial Performancementioning

confidence: 99%

The differentiated effects of CSR actions in the service industry

Casado‐Díaz

Nicolau

Ruiz‐Moreno

et al. 2014

Journal of Services Marketing

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Corporate Social Responsibility (CSR) is becoming a common strategy within medium and large companies, which explains the growing number of studies and disciplines focusing on it. One stream of research examines the effects of CSR on a firm's performance, such as its market value, suggesting that the financial performance outcomes of responsible corporate behavior may vary depending on firm-specific and industry-related factors. This study attempts to explain why the impact of CSR initiatives may be different and/or more firm performance that is higher for service firms than for product-based firms. As for practical implications, these findings suggest that CSR may be an especially valuable tool for differentiation in the service context.

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Organizational pride and its positive effects on employee behavior

Cited by 141 publications

References 52 publications

Cost-effective service excellence

Cost-effective service excellence

Sport identification and employee pride: key factors in sport employee psychology

The differentiated effects of CSR actions in the service industry

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