Search results
1 – 2 of 2Stephanie T. Gillison, Sharon E. Beatty, William Magnus Northington and Shiri Vivek
This research investigates the impact of customer rule violation issues on frontline employees' (FLEs’) burnout due-to-customers. A model and hypotheses are developed using COR…
Abstract
Purpose
This research investigates the impact of customer rule violation issues on frontline employees' (FLEs’) burnout due-to-customers. A model and hypotheses are developed using COR theory and past literature on misbehaving customers and their effects on customer-facing employees.
Design/methodology/approach
The proposed model was assessed using a survey of 840 frontline retail, restaurant, service and caregiving employees and their reactions to the issue of misbehaving customers (i.e. rule breaking and/or rude customers).
Findings
FLEs' perceived frequency of customer rule violations, FLEs' concerns with misbehaving customers and FLEs' concerns with enforcing rules with these customers increased FLEs' burnout due-to-customers, while FLEs' customer orientation decreased it. Interactions among several antecedents were found relative to their effects on burnout. Burnout due-to-customers decreased FLEs' organizational commitment and increased quitting intentions. Additionally, this burnout mediated the relationships between our studied antecedents and job outcome variables (either partially or fully), with organizational commitment also mediating the relationship between burnout and quitting intentions.
Originality/value
The impact of FLEs' concerns relative to customers' rule breaking, which has not been previously addressed, is shown to increase FLEs' burnout due-to-customers, while FLEs' customer orientation buffered and reduced burnout, with frequency of violations interacting with several antecedents, and ultimately affecting burnout and several dependent variables—organizational commitment and quitting intentions. These FLE rule violation and enforcement concerns, captured at the height of the pandemic, are new variables to the literature. These issues have important implications for managers as to their treatment and training of FLEs in the future.
Details
Keywords
Saurabh Ambulkar, Peter M. Ralston, Mikaella Polyviou and Nada Sanders
The present manuscript assesses how firms should manage frequent supply chain disruption triggers and whether these firms should use existing supply chain competencies, develop…
Abstract
Purpose
The present manuscript assesses how firms should manage frequent supply chain disruption triggers and whether these firms should use existing supply chain competencies, develop new ones or both to mitigate any adverse consequences on financial performance.
Design/methodology/approach
Data for the study come from a survey administered to professionals in India. India was an appropriate base for the study because of its developing economy and businesses often facing SC disruptions in the marketplace.
Findings
The findings show that the negative association between the frequency of supply chain disruption triggers and financial performance is weaker when a firm utilizes supply chain exploitation competencies. Conversely, the negative association between the frequency of supply chain disruption triggers and financial performance becomes stronger when using supply chain exploration competencies. Most significantly, however, the authors show that a strategy of supply chain ambidexterity – one that combines both exploitation and exploration practices – is more beneficial in mitigating the impact of frequent disruption triggers on firm financial performance compared to the other strategies.
Originality/value
These findings contribute to the literature, extending the benefits of ambidexterity beyond domains of innovation, manufacturing flexibility, competitiveness and firm performance to include mitigation of supply chain disruptions.
Details