A Ad de Jong

Antecedents and consequences of the service climate in boundary-spanning self-managing service teams

In this article, the authors examine antecedents and consequences of the service climate in boundary-spanning self-managing teams (SMTs) that deliver financial services. Using data from members of 61 SMTs and their customers, the authors show a differential impact of the SMT service climate on various marketing performance measures. Furthermore, they obtain support for independent group-level effects of intrateam support and team member flexibility on employee perceptions of the SMT service climate. Both effects are persistent over time and demonstrate that collective perceptions in the SMT have incremental value in the explanation of the service climate.

Adaptive versus Proactive Behavior in Service Recovery: The Role of Self-Managing Teams

In this article, we develop a conceptual model of adaptive versus proactive recovery behavior by self-managing teams (SMTs) in service recovery operations. To empirically test the conceptual model a combination of bank employee, customer, and archival data is collected. The results demonstrate support for independent group-level effects of intrateam support on adaptive and proactive recovery behavior, indicating that perceptual consensus within service teams has incremental value in explaining service recovery performance. In addition, we provide evidence that adaptive and proactive recovery behavior have differential effects on external performance measures. More specifically, higher levels of adaptive performance positively influence customer-based parameters (i.e., service recovery satisfaction and loyalty intentions), while employee proactive recovery behavior contributes to higher share of customer rates.

Antecedents and Consequences of Group Potency: A Study of Self-Managing Service Teams

This paper proposes and tests a model of antecedents and consequences of group potency in self-managing teams in retail banking. Based on data collected from boundary-spanning service employees organized in 60 teams and their customers, our findings reveal a significant positive impact of group potency on customer-perceived service quality and a negative effect on service profitability. In addition, we find that team consensus regarding group potency positively moderates the effects of group potency, so that for teams with higher levels of potency consensus, the positive impact of group potency on customer-perceived service quality is stronger, whereas the negative impact of group potency on service productivity is weaker. Furthermore, we find significant positive effects of management and interteam support and functional diversity as well as a significant negative effect of team tenure on individual team member beliefs of group potency. Finally, social support consensus moderates the effects of management support, interteam support, and team tenure on group potency, so that the effects of these antecedents are weaker for teams with higher levels of social support consensus. Thus, we conclude that team confidence consensus increases the positive impact of group potency on customer perceptions of service quality and decreases the negative impact on profitability. Thus, team-member perceptual agreement on their teams potency should be stimulated.

Principles and principals: Do customer stewardship and agency control compete or complement when shaping frontline employee behavior?

This article introduces customer stewardship control (CSC) to the marketing field. This concept represents a frontline employees felt ownership of and moral responsibility for customers’ overall welfare. In two studies, the authors show that CSC is a more encompassing construct than customer orientation, which reflects a frontline employees focus on meeting customers’ needs. They provide evidence that the former is more potent in shaping in- and extra-role employee behaviors. Moreover, they highlight how CSC operates in conjunction with an organizations agency control system: Stewardships positive influence on in- and extra-role behavior is weaker in the presence of high agency control. They offer actionable advice about how to solve the resulting managerial control dilemma. Finally, the authors show that CSC depends on drivers that reside at the individual level (employee relatedness), the team level (team competence), or both levels of aggregation (employee and team autonomy). These findings show how to effectively design a frontline employees work environment to ensure optimal frontline performance.

Psychological safety and social support in groupware adoption: A multi-level assessment in education

In this paper, the authors propose that psychological safety, a sense of interpersonal trust and being valued in a work team, is an important determinant of groupware technology adoption in an educational setting. They develop and test a model of antecedents and consequences of psychological safety. Data were collected from 361 university students, organized in 36 teams. Results of multi-level regression analysis reveal positive individual-level effects of perceived tutor support and perceived peer support on psychological safety. Furthermore, our findings show a positive unique group-level effect of perceived tutor support on psychological safety, where an individuals level of self-consciousness strengthens this positive impact. In addition, findings of structural equation modeling demonstrate that both perceived usefulness and perceived ease of use partially mediate the positive effect of psychological safety on groupware usage. Psychological safety also shows a positive direct effect on groupware usage. Finally, a students offline communication frequency with his tutor and peers appears to strengthen the impact of psychological safety on perceived usefulness, perceived ease of use, and groupware usage.

Linking Employee Confidence to Performance: A Study of Self-Managing Service Teams

The increasing implementation of self-managing teams (SMTs) in service delivery suggests the importance of developing confidence beliefs about a team’s collective competence. This research examined causality in the linkage between employee confidence beliefs and performance for boundary-spanning SMTs delivering financial services. The authors distinguish between task-specific (i.e., team efficacy) and generalized (i.e., group potency) employee confidence, as well as between customer-based (i.e., customer-perceived service quality) and financial (i.e., service revenues) performance. They analyzed employee and customer survey data as well as financial performance data from 51 SMTs at two points in time using lagged analyses. The findings reveal divergent results for team efficacy and group potency, suggesting that team efficacy has reciprocal, causal relationships with service revenues and customer-perceived service quality. In contrast, group potency has no causal relationship with service revenues. Finally, customer-perceived service quality predicts group potency, whereas no evidence for the reverse effect is provided.

A Test and Refinement of the Demand–Control–Support Model in the Construction Industry

This study aims at a test and further refinement of the Demand–Control–Support (DCS) model among construction workers (N = 210). On the basis of theory and empirical evidence, we hypothesized that mental or physical job demands, low job control, and lack of social support at work have direct and synergistic effects on burnout. The model was expanded by hypothesizing that burnout mediates the relationships between these potentially demanding working conditions on the one hand, and health complaints on the other. Results of a series of structural equation analyses partly supported these hypotheses. The proposed model fitted adequately to the data, although some variables in the DCS model did not make a unique contribution to explaining variance in burnout and (indirectly) health complaints. Interestingly, lack of social support was the most important determinant of burnout and health complaints among construction workers. In addition, a significant three-way interaction effect partly confirmed the synergism hypothesis: Physical demands were only related to burnout if participants had poor job control and reported high social support. The implications of these findings for research and practice are discussed.

Linking employee perceptions of collective efficacy in self-managing service teams with customer-perceived service quality : a psychometric assessment

Purpose – The purpose of this paper is to investigate the linkage between self‐managing team (SMT) member perceptions of collective efficacy and customer‐perceived service quality, and the most cost‐efficient way to reliably assess collective efficacy and customer‐perceived service quality, using generalizability theory (G‐theory).Design/methodology/approach – Longitudinal design; employee and customer survey data from 52 teams of a major financial services institution were collected at two points in time.Findings – First of all, results of OLS regression analysis show a positive effect of collective efficacy on customer‐perceived service quality. In addition, taking a G‐theory approach, the results indicate that collective efficacy possesses a higher psychometric quality than customer‐perceived service quality and that the costs of reliably comparing SMTs on collective efficacy are considerably lower compared to customer‐perceived service quality. Finally, for both constructs, the results reveal subtle b...

Properties that influence business process management maturity and its effect on organizational performance

BPM maturity is a measure to evaluate how professionally an organization manages its business processes. Previous research provides evidence that higher BPM maturity leads to better performance of processes and of the organization as a whole. It also claims that different organizations should strive for different levels of maturity, depending on their properties. This paper presents an empirical investigation of these claims, based on a sample of 120 organizations and looking at a selection of organizational properties. Our results reveal that higher BPM maturity contributes to better performance, but only up to a point. Interestingly, it contradicts the popular belief that higher innovativeness is associated with lower BPM maturity, rather showing that higher innovativeness is associated with higher BPM maturity. In addition, the paper shows that companies in different regions have a different level of BPM maturity. These findings can be used as a benchmark and a motivation for organizations to increase their BPM maturity.

Alternative mechanisms guiding salespersons’ ambidextrous product selling

Ambidextrous product-selling strategies, in which companies’ salespeople concurrently pursue the sale of existing and new products, are hard to implement. Previous studies have addressed this issue for relatively simple consumer settings with the manager in close proximity to the salespersons and focusing on different levels of control and autonomy to resolve this issue. However, little is known about how field salespeople can be influenced to pursue such dual goals proactively for more complex business-to-business products. In this study, the authors distinguish between salespeople’s proactive selling behaviour for new and existing products, and study the impact of two alternative mechanisms: a situational mechanism (i.e. perceived manager product-selling ambidexterity) and a structural mechanism (i.e. salesperson organizational identification). Using a time-lagged, multisource data set from a large ambidextrous company, the authors demonstrate that both mechanisms contribute to salespeople’s proactive selling of new and existing products, but also act as each other’s substitutes. The results suggest two most likely strategies for salespeople to obtain overall sales targets: focusing on existing product selling; or acting ambidextrously. The latter approach offers the benefits of better achieving ambidextrous company sales goals and of greater performance stability, and is thus preferred.