In this article, we develop a conceptual model of adaptive versus proactive recovery behavior by self-managing teams (SMTs) in service recovery operations. To empirically test the conceptual model a combination of bank employee, customer, and archival data is collected. The results demonstrate support for independent group-level effects of intrateam support on adaptive and proactive recovery behavior, indicating that perceptual consensus within service teams has incremental value in explaining service recovery performance. In addition, we provide evidence that adaptive and proactive recovery behavior have differential effects on external performance measures. More specifically, higher levels of adaptive performance positively influence customer-based parameters (i.e., service recovery satisfaction and loyalty intentions), while employee proactive recovery behavior contributes to higher share of customer rates.

This article introduces customer stewardship control (CSC) to the marketing field. This concept represents a frontline employee's felt ownership of and moral responsibility for customers’ overall welfare. In two studies, the authors show that CSC is a more encompassing construct than customer orientation, which reflects a frontline employee's focus on meeting customers’ needs. They provide evidence that the former is more potent in shaping in- and extra-role employee behaviors. Moreover, they highlight how CSC operates in conjunction with an organization's agency control system: Stewardship's positive influence on in- and extra-role behavior is weaker in the presence of high agency control. They offer actionable advice about how to solve the resulting managerial control dilemma. Finally, the authors show that CSC depends on drivers that reside at the individual level (employee relatedness), the team level (team competence), or both levels of aggregation (employee and team autonomy). These findings show how to effectively design a frontline employee's work environment to ensure optimal frontline performance.

This paper proposes and tests a model of antecedents and consequences of group potency in self-managing teams in retail banking. Based on data collected from boundary-spanning service employees organized in 60 teams and their customers, our findings reveal a significant positive impact of group potency on customer-perceived service quality and a negative effect on service profitability. In addition, we find that team consensus regarding group potency positively moderates the effects of group potency, so that for teams with higher levels of potency consensus, the positive impact of group potency on customer-perceived service quality is stronger, whereas the negative impact of group potency on service productivity is weaker. Furthermore, we find significant positive effects of management and interteam support and functional diversity as well as a significant negative effect of team tenure on individual team member beliefs of group potency. Finally, social support consensus moderates the effects of management support, interteam support, and team tenure on group potency, so that the effects of these antecedents are weaker for teams with higher levels of social support consensus. Thus, we conclude that team confidence consensus increases the positive impact of group potency on customer perceptions of service quality and decreases the negative impact on profitability. Thus, team-member perceptual agreement on their team's potency should be stimulated.self-managing service teams, group potency, compositional models of aggregation, hierarchical linear modeling

The authors examine antecedents and consequences of environmental stewardship in frontline business-tobusiness teams. On the basis of data from members of 34 teams organized into regional networks, they demonstrate the differential impact of team environmental stewardship on customer satisfaction ratings and sales. Furthermore, the results reveal lagged individual-level effects of autonomy and supervisory support on environmental stewardship, as well as lagged group-level effects of past performance. Finally, dispersion models of team stewardship differentially moderate antecedent-stewardship relationships. Whereas within-team consensus strengthens the impact of past satisfaction ratings on subsequent stewardship, betweenteam consensus weakens the negative impact of past sales.

The increasing implementation of self-managing teams (SMTs) in service delivery suggests the importance of developing confidence beliefs about a team's collective competence. This research examined causality in the linkage between employee confidence beliefs and performance for boundary-spanning SMTs delivering financial services. The authors distinguish between task-specific (i.e., team efficacy) and generalized (i.e., group potency) employee confidence, as well as between customer-based (i.e., customer-perceived service quality) and financial (i.e., service revenues) performance. They analyzed employee and customer survey data as well as financial performance data from 51 SMTs at two points in time using lagged analyses. The findings reveal divergent results for team efficacy and group potency, suggesting that team efficacy has reciprocal, causal relationships with service revenues and customerperceived service quality. In contrast, group potency has no causal relationship with service revenues. Finally, customer-perceived service quality predicts group potency, whereas no evidence for the reverse effect is provided.