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The purpose of this paper is to investigate how service-oriented high-performance work systems (HPWSs) contribute to logistics performance and the mediation mechanisms underlying this relationship.

Employees and their managers from logistics departments and/or business departments of manufacturing firms in the Vietnamese business setting were recruited as participants in the data collection. Structural equation modeling was employed for the data analysis.

Service-oriented HPWSs demonstrated the positive effects on logistics performance via serving culture. Serving culture was found to have the positive link with logistics performance via the mediating roles of collective role breadth self-efficacy and collective customer knowledge.

The current research extends the logistics management research by identifying service-oriented HPWSs as an antecedent of logistics performance as well as the mediation mechanisms underlying this effect.

Salespeople frequently face the predicament of wanting to protect their market knowledge from coworkers while not appearing recalcitrant. Considering the choice of disclosing information or refusing to disclose, they may choose a third option: appearing to share knowledge while concealing substantive information, which this study calls evasive knowledge hiding. This study surmises that the consequences of these choices impact perceptions of customer outcomes. Using social exchange theory, the purpose of this article is to examine the internal relational antecedents and perceptions of external customer outcomes of evasive knowledge hiding, as well as the moderating effects of pushover manager and environmental dynamism.

A moderated mediation model was used to analyze survey data from 234 business-to-business salespeople.

Internal competition and coworkers’ past opportunistic behavior increase evasive knowledge hiding. These effects are attenuated if the manager is not a pushover. Evasive knowledge hiding decreases perceptions of external customer outcomes, particularly at low levels of environmental dynamism.

Data was collected from salespeople, which presents a look from perpetrators themselves. While directly observing salespeople was the goal, sourcing and matching customer and manager data would only strengthen the results.

Salespeople evasively hide their knowledge if it is in their best interest, which may unwittingly hurt perceptions of customer outcomes.

This study formally introduces salesperson evasive knowledge hiding into the marketing and sales literature. The research highlights the dark side of social exchange theory by demonstrating how internal coworker relationships affect perceptions of external customer relationships via evasive knowledge hiding. This study also introduces pushover manager as an enabling moderating variable.

The purpose of this paper is to investigate how and when service-oriented high-performance work systems (HPWS) impact employees’ service performance.

Survey data was obtained from 568 frontline service employees and their supervisors across 92 branches of a large bank in China. The hypotheses were tested with hierarchical linear modeling.

The results suggested that service-oriented HPWS affected employee service performance via its simultaneous impact on employees’ service ability, customer orientation, and service climate perception. Moreover, the indirect effects of HPWS on service performance via service ability and customer orientation were significant only when service-oriented HPWS consensus was high.

To elicit employees’ provision of excellent service, organizations should invest in service-oriented HRM practices to improve all of their service ability, customer orientation, and service climate perception, making them able to, willing to, and having the chance to perform high-quality service performance. Organizations should also pay attention to the variability in employees’ HRM perceptions within the same group.

The research contributes to the extant literature by presenting a more complete understanding of how service-oriented HPWS elicits employee service performance, and when this HPWS is and is not effective.

Co-creating services with the customer has recently appeared as an alternative strategy to achieve competitive advantage. Developing and sustaining a gainful experience requires sharing of knowledge, skills and resources between the firm and its customers. Managing value co-creation throws substantial challenge and difficulties. This study aims to investigate the barriers to customer resource contribution in value co-creation in service industries and find their interrelationships for developing an effective management framework for removal of those barriers.

A systematic literature review led to the identification of 26 barriers, which were further confirmed through expert opinion. The study used interpretative structural modeling (ISM) approach and Matrice d’Impacts croises-multipication applique (MICMAC), for analyzing the contextual relationships and develop a hierarchical model of the barriers.

ISM approach led to the development of a 13-level structural model. The barriers were further classified into autonomous, driver, linkage and dependent barriers using the MICMAC analysis. The framework offers a means to fulfill the expectations of the customers, thus leading to successful integration of the customer in the value creation process. Removal of the barriers has also been discussed.

The framework provides a direction and a tool to meet the expectations of the customers and lead to successful integration of the customer.

The study addresses a gap in the literature for the need of a structured framework for managing the value co-creation process in the service industry

The purpose of this paper is to explore the antecedents of demand-side search in service strategy of manufacturing firms. In particular, this study examines whether service-oriented human resource management (HRM) practices promote demand-side search by enhancing firms’ market capability as well as how top management service commitment and service organizing moderates this relationship in manufacturing firms.

To test this research model, this study obtains survey data from two distinct informants of 279 manufacturing firms in China. Data were collected applying a standard questionnaire in a five-point Likert scale. The hypotheses are tested using hierarchical regression analysis and partial least squares.

Results show that service-oriented HRM practices can promote demand-side search by enhancing firms’ market capability. Furthermore, it is found that top management service commitment negatively moderates the relationship between service-orientated HRM practices and demand-side search, while service organizing positively moderates this relationship.

Depending on cross-sectional subjective data for the core variables and the choice of Chinese manufacturing firms limit the capacity to generalize the findings.

This research suggests that service-oriented HRM practices are important drivers of demand-side search activities and to take advantage of service-oriented HRM practices, firms should commit to market capability development. In addition, it is better to match service-oriented HRM practices with other service-oriented organizational parameters such as top management service commitment and service organizing.

The study highlights the crucial role of service-oriented HRM practices in demand-side search, the mediating role of market capability and the moderating role of other service-oriented organizational parameters such as top management service commitment and service organizing. This study advances research on knowledge search, servitization and strategic HRM.

This study clarifies how intra-organizational social capital (IOSC) and unit-organizational ambidexterity (UOA), using resource-based view and dynamic capability theory, together support organizational value creation. While there is research in strategic human resource management (SHRM) exploring the role of resources and its uses, there remains limited understanding of how resources are linked and their effective utilization in the service sector. This study aims to examine the mediating process linking employee-experienced service-oriented high-performance work systems (SHPWS) experienced by employees and service performance by integrating IOSC and UOA.

This study uses time lagged data from managers and employees of different branches of Chinese state-owned banks. To test the proposed hypotheses, path analysis was applied.

The path analysis results reveal that employee-experienced SHPWS is an important antecedent of service performance. Moreover, IOSC (as resources) and UOA (uses) strongly mediate the theorized relationship.

This study attempts to refine theory and practice with clearer, more insightful and coherent means to better understand and help unpack the ‘black box’ between SHPWS-performance relationships through a new linkage model.

The purpose of this paper is to examine the effects of store managers’ employee climate perceptions on frontline employee (FLE), customer and store performance outcomes in the small-store setting.

This study derives the findings from a multi-source data set acquired in partnership with a North American-based retailer that includes survey responses from 1,133 store managers, 5,591 FLEs and 16,488 customers. This paper matches survey responses to corporate records and store sales and operations data.

This study finds that store managers’ employee climate perceptions affect FLEs both directly and indirectly, through store manager social support behaviors. This paper tests the boundary conditions for these findings by examining the moderating effects of store-level FLE tenure heterogeneity and competitive intensity. Study results provide partial support for the hypothesized relationships with regard to FLE tenure heterogeneity, but not competitive intensity.

This research is subject to many of the limitations common to a survey-based study. While the use of one retailer provided opportunities to examine store-level performance data, future research would benefit by using a more expansive data set spanning several companies and industries. Moreover, as the current study was set in the small-store setting, future research should explore how store managers’ influence fluctuates depending on store size and the mechanisms through which organizational priorities flow through other management levels (e.g. department managers) in large retailers.

Study results provide managerial guidance regarding the implementation of an employee climate for the delivery of an enhanced customer experience and superior financial performance.

Although researchers have paid considerable attention to employees’ psychological and organizational climate perceptions, this study makes a unique contribution by examining the effects of store managers’ employee climate perceptions on FLE, customer and store-level outcomes.

The purpose of this paper is to empirically investigate the activities that nascent firms undertake to improve customer attractiveness and gain collaborative commitment from strategic suppliers.

Data from a grounded theory study consisting of 26 participants from 15 firms and a review of extant literature were used to develop a theoretical model that explains how a nascent firm increases its customer attractiveness to elicit commitment and collaboration from strategic suppliers.

The authors find that social capital, born of close social ties and social history, enhances the effectiveness of a nascent firm's relationship-building practices. This counteracts a supplier's collaborative risk and consequently increases the nascent firm's customer attractiveness, thus enabling it to obtain strategic supplier collaborative commitment.

This research helps managers by providing direction on what practices nascent firms pursue to gain strategic supplier resources and collaboration. Given the reality of resource constraints in nascent firms, it is suggested that this insight is essential to obtaining crucial external resources needed to survive and grow.

Extant research on buyer–supplier collaboration is mostly confined to the context of mature firms and does not account for the unique inter-organizational relational challenges faced by nascent firms. This research uncovers the idiosyncrasies of supplier management in nascent firms, and elucidates on the actions that nascent firm managers take to gain supplier collaborative commitment.