Allison B. Duke

The moderating role of subordinate political skill on supervisors' impressions of subordinate ingratiation and ratings of subordinate interpersonal facilitation.

Nearly 2 decades ago, social influence theorists called for a new stream of research that would investigate why and how influence tactics are effective. The present study proposed that political skill affects the style of execution of influence attempts. It utilized balance theory to explain the moderating effect of employee political skill on the relationships between self- and supervisor-reported ingratiation. Additionally, supervisor reports of subordinate ingratiation were hypothesized to be negatively related to supervisor ratings of subordinate interpersonal facilitation. Results from a combined sample of 2 retail service organizations provided evidence that subordinates with high political skill were less likely than those low in political skill to have their demonstrated ingratiation behavior perceived by targets as a manipulative influence attempt. Also, when subordinates were perceived by their supervisors to engage in more ingratiation behavior, the subordinates were rated lower on interpersonal facilitation. Implications of these findings, limitations, and future research directions are provided.

The Interactive Effect of Leader-Member Exchange and Political Skill on Subjective Career Success

Whereas previous research has examined the relationship between leader-member exchange (LMX) and objective measures of career success, it is likely that LMX is also an important predictor of subjective career success. Additionally, because of the political nature of an individuals career progression, it has been argued that ones personal style and resulting impressions are positively related to subjective career success. A sample of 295 retail workers was surveyed, and the results indicated that individuals in low-quality leader-member exchange experienced higher perceptions of subjective career success when they possess high levels of political skill.

Customer relationship management: Barnard's foundations

Purpose – The purpose of this paper is to delve into Barnards works to construct foundations of customer relationship management (CRM).Design/methodology/approach – The paper identifies Barnards insights on customer participation using a post‐analytic method and uses them as inputs to the analysis of current CRM practices.Findings – As an outcome of the analysis, the paper identifies the practices that are likely to lead to more effective participatory behavior of customers.Research limitations/implications – Examining CRM from a historical perspective can open promising avenues for future research.Practical implications – CRM programs should incorporate the practice of customer relations management in order to provide managers with the knowledge base required for appropriate decision making.Originality/value – By placing contemporary discussions of CRM in its seminal historical context, scholars can draw upon a wealth of historical inputs to advance the study of how collaborations with customers can be...

Historical foundations of social effectiveness? Dale Carnegie's principles

Dale Carnegie has been credited as the first to formulate principles of how to work with and through others. With the recent interest in constructs that focus on social effectiveness, one may question whether these new conceptions are distinctly different from the principles Carnegie introduced 70 years ago. The purpose of this paper is to examine the extent to which the latest social effectiveness constructs resonate with the ideas that Dale Carnegie formulated as principles in How to Win Friends and Influence People to demonstrate the timeless significance of this work.

Customers cocreating value with the firm: implications for IHRM

The purpose of this article is to develop a theoretical framework for governing an organizations relationships with customers engaged as contributors to the organizations business processes (i.e. customers as quasi-employees). Based on our suggested framework, we explain how appropriate customer-centric HRM practices can support more cost-effective and accommodating adaptations in the organizations governance of its relationships with customers. We complement these propositions with practical examples illustrating how customers who take different cooperative roles will increasingly become valuable organizational assets. The collaborating customers not only provide the information necessary for the successful performance of the service exchange, but also contribute human and social capital in performing tasks that are a complement to or a substitute for employee tasks. In conclusion, we outline implications for international human resource management (IHRM), as well as future research directions for examining the relationships among customer governance, role configurations, and IHRM practices.