Customer aggression, felt anger and emotional deviance: the moderating role of job autonomy

2015 ◽  
Vol 7 (1) ◽  
pp. 50-71 ◽  
Author(s):  
Ruhama Goussinsky
Keyword(s):  
Emotional Labor ◽  
Emotional Regulation ◽  
Negative Impact ◽  
Dark Side ◽  
Hierarchical Regression ◽  
Display Rules ◽  
Job Autonomy ◽  
Content Type ◽  
Three Samples ◽  
Emotional Deviance

Purpose – The purpose of this study is to examine whether emotional deviance in response to customer aggression and employees’ feelings of anger is likely to be influenced by perceived job autonomy. To date, studies on emotional labor have focused primarily on emotional regulation strategies. Little is known about the factors that may serve to increase emotional deviance (i.e. situations in which felt and expressed emotions match but are at odds with organizational display rules). Design/methodology/approach – Three samples of service workers were recruited from northern Israel, and data were collected using self-reported questionnaires. Research hypotheses were tested using hierarchical regression analyses. Findings – Study 1 revealed that under conditions of frequent exposure to customer aggression, more perceived job autonomy was associated with more frequent instances of emotional deviance. The results of Study 2 and Study 3 demonstrated that the relationship between anger and emotional deviance was stronger for employees reporting high levels of perceived job autonomy. Practical implications – Given the potentially negative impact of emotional deviance on customer satisfaction, organizations should find a balance between satisfying employees’ desire for control and discretion and ensuring employee compliance with display rules. Originality/value – This study contributes to the existing literature by pointing out that job autonomy may have a “dark side”, in the sense that it provides employees with a certain level of perceived freedom, which might then be extended to include freedom from rule compliance, especially when negative emotions are experienced.

scholarly journals An empirical investigation of workplace factors affecting lean performance

2018 ◽  
Vol 67 (2) ◽  
pp. 278-296 ◽  
Author(s):  
Ilias Vlachos ◽  
Evangelia Siachou
Keyword(s):  
Organizational Culture ◽  
Knowledge Acquisition ◽  
Continuous Improvement ◽  
Negative Impact ◽  
Hierarchical Regression ◽  
Content Type ◽  
Factors Affecting ◽  
Study Results ◽  
Workplace Factors ◽  
The Impact

Purpose The purpose of this paper is to identify workplace factors with an impact on lean performance (LP). This can lead to better LP outcomes, thus facilitating organizations to smoothly move from the conventional to lean management. Design/methodology/approach The direct effects of training, knowledge acquisition and organizational culture are empirically investigated using data from 126 managers employed at a global company, which recently has improved its LP. Study’s hypotheses were analyzed with hierarchical regression models. Findings The findings suggest that not all of the aforementioned workplace factors holistically affect LP. Only organizational culture is associated to the four LP variables (i.e. continuous improvement, waste, ergonomy and product quality). Training and knowledge acquisition offer partially effects on LP with training to contribute mostly to predicting continuous improvements. Knowledge acquisition alone, has significant yet negative impact on both continuous improvement and ergonomy. Even more, when training is combined with knowledge acquisition the results are different. Originality/value As this study highlights the impact of workplace practices on LP, attributes mainly importance to the distinct effects that each of the aforementioned factors has on the four distinct LP variables. Although the study results reflect a particular case, its recommendations could facilitate practitioners to achieve better lean outcomes.

scholarly journals Tensions and territoriality: the dark side of servitization

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Scott Wagstaff ◽  
Jamie Burton ◽  
Judith Zolkiewski
Keyword(s):  
Negative Impact ◽  
Dark Side ◽  
Management Support ◽  
Structured Interviews ◽  
Supplier Relationships ◽  
Content Type ◽  
Strategic Intent ◽  
Management Commitment ◽  
The Impact ◽  
Practical Implications

Purpose This paper focusses on the darker side of the dynamics of servitization by exploring the tensions and territoriality that emerge between manufacturers and customers during the servitization process in the oil industry. Design/methodology/approach The Delphi method is used to explore the perspectives of three management tiers in oil organisations and the manufacturers who work with them. The views of these managers were synthesized over three iterations: semi-structured interviews, a questionnaire and resolution/explanation, where consensus was not obtained. Findings The findings of the study highlight perceptions of change, resulting tensions and territoriality and the impact of management commitment, resources and strategy. They reveal significant differences between customers and their suppliers and different management levels and highlight territorial behaviour and the negative impact this has on buyer supplier relationships during the implementation of servitization. Research limitations/implications Further research is required to explore why there is a variation in understanding and commitment at different managerial levels and the causes of tensions and territoriality. Practical implications Servitization is not a “quick fix” and management support is essential. A fundamental element of this planning is to anticipate and plan for tensions and territoriality caused by the disruption servitization creates. Originality/value The research provides empirical evidence of tensions and territoriality relating to servitization that potentially can damage supplier–buyer relationships and suggest that there is a darker side to servitization. It also shows that differences in strategic intent across organizations and between different managerial layers impedes to servitization efforts.

Sexualization of the work environment and emotional exhaustion

2019 ◽  
Vol 40 (4) ◽  
pp. 558-573
Author(s):  
Hong T.M. Bui ◽  
Jonathan Pinto ◽  
Abhishek Srivastava
Keyword(s):  
Work Environment ◽  
Emotional Exhaustion ◽  
Structural Equation ◽  
Negative Impact ◽  
High Rate ◽  
Dark Side ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to explore the relationship between sexualization of the work environment and emotional exhaustion, and develop some key antecedents of sexualization of the work environment. It was conducted in an emerging society, India, which has a high rate of crime against women, particularly related to sexual harassment and sexual assault. Design/methodology/approach To test the hypotheses, structural equation modeling was performed. The hypotheses were tested with data from 1,098 white collar workers in India in three ways. Findings Contact with other gender and flexible work arrangements were positively associated with sexualization of the work environment; and sexualization of the work environment was positively associated with emotional exhaustion. In addition, sexualization of the work environment mediated the relationship between the two antecedent variables and emotional exhaustion. Research limitations/implications There is a possible bias arising from the use of cross-sectional data. However, a number of methods were implemented to minimize it, including survey design and data analysis. Practical implications The study offers some important suggestions for workplaces with a greater proportion of young male employees, particularly in a societal context like India. Originality/value The paper provides evidence of the negative impact of sexualization of the work environment, and thereby contributes to current understanding of the “dark side” of behavior at work that might have significant impact on society.

How relational drivers affect relationship value in key exporter-importer relationships: a dark side perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dario Miocevic
Keyword(s):  
Boundary Conditions ◽  
Dark Side ◽  
Hierarchical Regression ◽  
Relational Capital ◽  
Business Relationships ◽  
Content Type ◽  
B2b Marketing ◽  
Relationship Value ◽  
Relational Capabilities ◽  
The Relationship

Purpose B2B marketing scholarship has acknowledged that relational capital and relationship-specific investments (RSIs) are critical relational drivers for explaining the success of business relationships, especially those in an export-import (E-I) context. However, the literature is still inconclusive on whether E-I partners should accentuate relational drivers to the fullest in order to increase relationship value. By drawing on relational view of competitive advantage and literature that explored the dark side of business relationships, the author builds a conceptual model exploring the boundary conditions (historical ties and relational capabilities) upon which relational drivers enhance or diminish relationship value in key E-I relationships. Design/methodology/approach To test the proposed model, a survey was conducted among 114 industrial exporters from Croatia. The data was analyzed with the use of confirmatory factor analysis and hierarchical regression. Findings This study contributes to the international B2B literature in two ways. First, the findings show that in the case of strong historical ties between E-I partners, relational capital has an inverted U-shape association with the relationship value, whereas in the case of weak historical ties this relationship becomes linear. Second, the findings show that an importer’s RSI will lead to the highest relationship value when an exporter reciprocates through employing relational capabilities through which the exporter adapts his business model to the needs of the importer. In case of an exporter’s weak relational capabilities, the relationship between an importer’s RSIs and the relationship value flips into an inverted U-shape. Originality/value This study extends the literature on dark side of business relationships by offering insights into the boundary conditions that are essential for sustaining the relationship value in key E-I relationships. The study reveals that historical ties and relational capabilities represent boundary conditions that offer a more detailed explanation what is the optimal configuration of relational drives that would increase the relationship value between key E-I partners.

Role of resource slack in rapid international expansion of restaurant companies

2019 ◽  
Vol 31 (1) ◽  
pp. 2-20
Author(s):  
Yue Vaughan ◽  
Yoon Koh
Keyword(s):  
Firm Value ◽  
Fixed Effects ◽  
Firm Growth ◽  
Negative Impact ◽  
Hierarchical Regression ◽  
International Expansion ◽  
Slack Resources ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to investigate the relationship between rapid internationalization and firm value in US restaurant companies. This study also identified the moderating role of available slack, potential slack and recoverable slack on the relationship of rapid internationalization and the firm’s value.Design/methodology/approachA hierarchical regression analysis with panel fixed effects was used in this study. Samples were drawn from publicly traded US restaurant companies, and span from 1993 to 2016 with 264 firm-year observations was used for the study’s analysis.FindingsDrawing on Penrose’s seminal theory of firm-growth that a firm needs excess resources to grow and that the amount of slack resources directly influences a firm’s international growth, this study found that available slack alleviates the negative impact of rapid international expansion in achieving higher firm value.Originality/valueThis study is one of the few analyses that examined thespeedof rapid international expansion in the service context. In addition, this study contributes to existing literature by examining three different slack resources with regards to the speed of international expansion. The findings of this study shed light on restaurant companies whose financial resources are critical for value-adding international expansion.

How exploitative leadership influences on knowledge management processes: the moderating role of organisational citizenship behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amir A. Abdulmuhsin ◽  
Rabee Ali Zaker ◽  
Muhammad Mujtaba Asad
Keyword(s):  
Knowledge Management ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Impact ◽  
Hierarchical Regression ◽  
Scientific Performance ◽  
Content Type ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on knowledge-based view, social exchange theory and leader-member exchange, this study examines how exploitative leadership (EL) influences knowledge management (KM), its processes, and further investigates the moderating role of organisational citizenship behaviours (OCB) on the relationship between EL and KM. Design/methodology/approach Using a quantitative approach, survey data were collected from 356 faculty members in Iraqi public universities, and the direct and moderating relationships were assessed through Hierarchical regression by PROCESS v.3.3 macros in SPSS. Findings The study found a significant negative impact of EL on KM, including its processes, especially on knowledge utilisation. The assessment also revealed that OCB has a significant moderating impact on EL, particularly its effect on knowledge creation. Practical implications The empirical insights of the study are valuable and precious for policymakers, managers and academics in education sectors of developing countries, to enrich their managerial and scientific performance through addressing EL behaviours while considering the moderating effect of OCB. Originality/value The relevance of the study stems from the scarcity of research on EL, while studies on the negative behaviours of leaders as a predictor of KM process failures are significantly limited. Additionally, studies on the moderating impact of OCB on the linkage between EL and KM processes remain limited. This study is one of the earliest studies that investigate these inter-relationships amongst EL, OCB and KM processes.

Determinants of job satisfaction in a lean environment

2017 ◽  
Vol 8 (2) ◽  
pp. 134-152 ◽  
Author(s):  
Denise Rodríguez ◽  
Hendrik Van Landeghem ◽  
Virginia Lasio ◽  
Dirk Buyens
Keyword(s):  
Job Satisfaction ◽  
Negative Impact ◽  
Positive Impact ◽  
Job Demands ◽  
Research Approach ◽  
Job Autonomy ◽  
Content Type ◽  
Action Research Approach ◽  
Core Self ◽  
The Impact

Purpose The purpose of this paper is to analyze the situational and dispositional determinants of job satisfaction in environments created by implementing employee-supportive lean. Design/methodology/approach The research uses a questionnaire to measure the determinants of job satisfaction (perceived job demands, perceived job autonomy and core self-evaluations) and job satisfaction. Afterwards, the paper proposes a conceptual framework and uses hierarchical multiple regression to test the relationships among perceived job demands, perceived job autonomy, core self-evaluations and job satisfaction. Additionally, the study describes the implementation of employee-supportive lean in four small companies using an action research approach. Findings The findings reveal that perceived job demands has a negative impact on job satisfaction. In addition, the authors find that perceived job autonomy and core self-evaluations have a positive impact on job satisfaction. Finally, the results show that core self-evaluations buffer the impact of perceived job demands on job satisfaction. Originality/value The present research underscores the importance of work and personal characteristics for employees’ job satisfaction in an environment created by implementing employee-supportive lean.

Organisational embeddedness as a moderator on the organisational support, trust and workplace deviance relationships

2019 ◽  
Vol 8 (1) ◽  
pp. 1-17
Author(s):  
Riann Singh
Keyword(s):  
Financial Services ◽  
Negative Impact ◽  
Workplace Deviance ◽  
Hierarchical Regression ◽  
Content Type ◽  
Services Sector ◽  
Organisational Support ◽  
Wave Research ◽  
Perceived Organisational Support ◽  
Organisational Trust

Purpose Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The purpose of this paper is to answer this call by assessing the extent to which organisational embeddedness can negatively influence the perceived organisational support-workplace deviance and the organisational trust–deviance relationships. Design/methodology/approach A sample of 969 employees across the financial services sector in the Caribbean nation of Trinidad is used, with a two-wave research design. Multiple hierarchical regression analysis is used to test the research relationships. Findings The findings support the propositions that organisational support and trust each negatively predicts workplace deviance and organisational embeddedness moderates each of these relationships in an undesirable way, such that, higher embeddedness weakens the desirable relationships between support, trust and deviance. Originality/value This study addresses a clear gap since limited studies explore the potential negative impact of organisational embeddedness on various work perceptions and behaviours. Embeddedness is largely considered a predictor of various desirable employee and organisational outcomes.

Why and when does ethical leadership evoke unethical follower behavior?

2016 ◽  
Vol 31 (2) ◽  
pp. 500-515 ◽  
Author(s):  
Karianne Kalshoven ◽  
Hans van Dijk ◽  
Corine Boon
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Ethical Leadership ◽  
Organizational Identification ◽  
Dark Side ◽  
Simultaneous Estimation ◽  
Regression Equations ◽  
Job Autonomy ◽  
Content Type ◽  
The Relationship

Purpose – In examining whether social exchange or social identity mechanisms drive the relationship between ethical leadership and unethical pro-organizational behavior (UPB), the purpose of this paper is to argue that the mechanism linking ethical leadership and UPB varies for different levels of job autonomy. Design/methodology/approach – Data were requested from 225 employees in several Dutch organizations, of which 156 questionnaires were returned. The authors used multilevel path analysis in MPlus to test the hypotheses, which allows for simultaneous estimation of different regression equations and for testing the significance of indirect effects. Findings – In line with the hypotheses, results revealed a direct relationship between ethical leadership and UPB when followers have little job autonomy. For followers high on job autonomy, the authors found that ethical leadership relates to UPB via organizational identification. Practical implications – It is advised to use ethical leadership with care when it focusses on reciprocity and identification. The results suggest that followers may be inclined to justify their unethical actions by appealing to the principle of higher loyalty – believing they are just doing what the organization wants them to do. Originality/value – Previous research has used social learning theory to show that ethical leadership is likely to stimulate and transfer ethical norms and behaviors. The current study however demonstrates the reciprocal and dark side of ethical leadership, as the authors found that ethical leadership can encourage UPB for followers with low job autonomy.

The bright side and dark side of co-production: a dyadic analysis

2017 ◽  
Vol 55 (3) ◽  
pp. 614-631 ◽  
Author(s):  
Li-Wei Wu
Keyword(s):  
Customer Satisfaction ◽  
Emotional Labor ◽  
Employee Satisfaction ◽  
Structural Equation ◽  
Dark Side ◽  
Dyadic Analysis ◽  
Surface Acting ◽  
Deep Acting ◽  
Content Type ◽  
Service Employees

Purpose Much research has emphasized the importance of service employees as boundary spanners that interact with customers by co-production. Service employees frequently engage in emotional labor in response to co-production requirements. The purpose of this paper is to present a conceptual framework that explores the links between co-production, emotional labor, employee satisfaction, value co-creation, co-production intensity, and their effects on customer satisfaction. Design/methodology/approach This study involved collecting and analyzing 322 questionnaires from the dyads of service employees and customers of the financial service industry in Taiwan. The hypothesized relationships in the model were tested by using a structural equation model. Findings The results of this study indicate that co-production influences deep acting, surface acting, value co-creation, and co-production intensity. Deep acting and surface acting have different effects on employee satisfaction and customer satisfaction. Meanwhile, employee satisfaction and value co-creation increase customer satisfaction, whereas co-production intensity decreases customer satisfaction. Originality/value The findings provide interesting theoretical insights and valuable managerial implications regarding the positive and negative aspects of co-production and encourage service employees to perform deep acting while minimizing surface acting.

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