İşletme Bölümü Koleksiyonu

Permanent URI for this collectionhttps://gcris.khas.edu.tr/handle/20.500.12469/66

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Citation Count: 19
Customer Participation Variation and Its Impact on Customer Service Performance: Underlying Process and Boundary Condition
(Sage Publications, 2020) Mengüç, Bülent; Auh, Seigyoung; Wang, Fatima
Drawing on the customer participation (CP) literature, this research proposes that CP variation is the degree to which employees perceive variability across customers with regard to customers sharing information, time, and effort and making suggestions to enhance the service delivery process and outcome. Drawing on the job demands-resources model, this research explicates the mediating process by which CP variation affects customer service performance and its boundary conditions. Study 1 uses data from a field study in the banking industry to show that CP variation negatively influences customer service performance through greater customer-related burnout. The authors show that this mediation process is moderated by contingencies that mitigate or exacerbate the indirect relationship. Study 2 further validates the CP variation construct by testing for discriminant validity against similar and related constructs, such as CP quality, in more diverse service industries (insurance, legal consulting, travel and tourism, health care, and physical fitness). Finally, an examination of the moderating role of CP quality provides a more nuanced picture of the intricacies between CP variation and CP quality. This article concludes with a discussion of the theoretical and practical implications for CP variation research.
Citation Count: 19
Frontline Employee Feedback-Seeking Behavior: How Is It Formed and When Does It Matter?
(Sage Publications Inc, 2019) Mengüç, Bülent; Mengüç, Bülent; İmer, Havva Pınar; Uslu, Aypar
This research comprises two studies that extend the literature on the proactive behavior of feedback seeking. Study 1 uses cross-sectional data from frontline employees across 51 apparel stores to examine how feedback seeking is formed and under what conditions. The results suggest that the development of feedback-seeking behavior is contingent on a feedback-seeking climate and the relationship between an employee and his or her supervisor. Study 2 uses longitudinal data collected across three time periods from multiple respondents (i.e. frontline employees and managers) not only to replicate the findings from Study 1 but also to explore when feedback seeking matters. The findings reveal that managers should target employees who are less (vs. more) satisfied with their jobs because such employees perceive more instrumental value from feedback as a means to improve customer service and sales performance. The findings from this research provide insights that managers can use to increase feedback-seeking behavior from employees and effectively identify and manage the conditions under which feedback seeking will occur to greater or lesser degrees.
Citation Count: 79
The role of climate: implications for service employee engagement and customer service performance
(Springer, 2017) Mengüç, Bülent; Yeniaras, Volkan; Yeniaras, Volkan; Katsikeas, Constantine S.
This research attempts to challenge the resource-engagement and engagement-performance linkage of the job demands-resources model by testing these links under the moderating role of two climates: performance-focused and service failure recovery. Two studies test a model on the boundary conditions of the linkages across four service industries. The results suggest that whether a resource (i.e. self-efficacy and job autonomy) positively or negatively affects engagement depends on whether (1) a climate is appraised as a challenge or hindrance demand and (2) a climate is deemed a complementary or compensatory resource. Using multi-respondent data from customer service employees and their supervisors in the health care industry Study 1 conceptualizes climate as organizational climate and finds that performance-focused climate strengthens (weakens) the positive effect of self-efficacy (job autonomy) on engagement while service failure recovery climate weakens the positive impact of self-efficacy on engagement. Study 2 generalizes the findings from Study 1 and provides broad support by testing the model using psychological climate in the financial services tourism and hospitality and retailing industries. This study closes with a configuration approach to climate research by discussing when multiple climates can co-exist under different types of resources.
Citation Count: 16
A Search for Missing Links: Specifying the Relationship Between Leader-Member Exchange Differentiation and Service Climate
(Sage Publications Inc, 2016) Mengüç, Bülent; Bowen, David E.; Aysuna, Ceyda; Mengüç, Bülent
We search for missing links in how the different social exchange relationships employees have with supervisors (i.e. leader-member exchange [LMX] differentiation) affect their unit service climate perceptions. Drawing on a social comparison perspective we propose a model in which the different relationships service employees establish with supervisors negatively impact unit service climate through elevated unit relationship conflict. We further suggest that unit relationship conflict plays a mediating role as customer variability increases. Using data from head nurse-nurse relationships in 56 units of two major hospitals our findings support the proposed linkages as well as reveal that employee perceptions of customer variability strengthen the troublesome positive link between LMX differentiation and unit relationship conflict. The results also indicate that unit relationship conflict mediates the relationship between LMX differentiation and unit service climate when customer variability is high but not low. Our results paint a more nuanced picture of the missing link in the leadership-climate interface by studying the dark side of leadership a perspective that has yet to receive much scholarly attention. Findings reveal that managers who desire to keep relationship conflict in check need to keep LMX differentiation to a minimum especially when customer variability is high compared to low.
Citation Count: 49
Service Employee Burnout and Engagement: The Moderating Role of Power Distance Orientation
(Springer, 2016) Mengüç, Bülent; Mengüç, Bülent; Spyropoulou, Stavroula; Wang, Fatima
Studies show that service employees are among the most disengaged in the workforce. To better understand service employees' job engagement this study broadens the scope of the job demands-resources (JD-R) model to include power distance orientation (PDO). The inclusion of PDO enriches the JD-R model by providing a key piece of information that has been missing in prior JD-R models: employees' perceptions of the source of job demands (i.e. supervisors) or employees' views of power and hierarchy within the organization. Study 1 uses a survey-based field study to show that employees with a high (compared to low) PDO feel more burnout due to supervisors when they are closely monitored by their supervisors. Study 1 further supports the finding that employees with high (compared to low) PDO feel less disengagement despite burnout due to supervisors. Study 2 using a lab experiment and Study 3 relying on a survey-based field study unveil why these effects were observed. Stress and job satisfaction emerge as mediators that explain the findings from Study 1. Implications of the role of PDO are discussed to improve the current understanding of how job engagement can improve customer service performance.
Citation Count: 69
Unpacking the Relationship Between Sales Control and Salesperson Performance: A Regulatory Fit Perspective
(Amer Marketing Assoc, 2018) Mengüç, Bülent; Auh, Seigyoung; Spyropoulou, Stavroula; Mengüç, Bülent
The literature examining the effect of sales control on salesperson performance is at best equivocal. To reconcile inconsistencies in empirical findings this research introduces two new types of salesperson learning: exploratory and exploitative learning. Drawing on regulatory focus theory the authors conceptualize exploratory learning as promotion focused and exploitative learning as prevention focused and find that salespeople exhibit both exploratory and exploitative learning though one is used more than the other depending on the type of sales control employed. The results also suggest that the fit between salesperson learning type customer characteristics (i.e. purchase-decision-making complexity) and salesperson characteristics (i.e. preference for sales predictability) is critical to salesperson performance and that salesperson learning mediates the relationship between sales control and salesperson performance (Study 1). Study 2 corroborates the findings using new panel data collected over two waves. The results of this research have important implications for integrating sales control salesperson learning and salesperson performance.
Citation Count: 71
When Does (Mis)Fit in Customer Orientation Matter for Frontline Employees' Job Satisfaction and Performance?
(Amer Marketing Assoc, 2016) Mengüç, Bülent; Auh, Seigyoung; Katsikeas, Constantine S.; Jung, Yeon Sung
The role of coworkers' customer orientation (CO) in influencing an employee's CO has received sparse attention in the literature. This research serves two purposes. First the study draws on person-group fit theory to develop and test a model of a frontline employee's CO relative to that of his or her coworkers as well as the effects of CO (mis)fit on job satisfaction and service performance through coworker relationship quality. Second the authors propose three workgroup characteristics-group size service climate strength and leader. member exchange differentiation-that they expect to mitigate the (negative) positive effect of employee. coworker CO (mis) fit on coworker relationship quality. Data collected in a multirespondent (i.e. frontline employees and supervisors) longitudinal research design indicate that as group size increases service climate becomes stronger and group leaders develop different exchange relationships with employees the inherently (negative) positive role of employee-coworker CO (mis) fit in influencing coworker relationship quality diminishes. Furthermore coworker relationship quality fully mediates the associations of employee-coworker CO (mis) fit with job satisfaction and service performance. The authors close with a discussion of the theoretical and practical implications of the boundary conditions of CO (mis)fit.

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