Impact of managerial control on the relationship between customer incivility and frontline employees’ up-selling behavior

Hur, Won‐Moo; Moon, Tae‐Won; Kim, Min Soo

doi:10.1007/s11628-021-00457-6

Cited by 9 publications

(8 citation statements)

References 77 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Although prior studies revealed a significant positive impact of unsolicited server recommendations on customer delight (Barnes et al , 2016), sometimes customers are uncomfortable with service providers’ recommendations and/or upselling behaviors; and the customers may resist excessive engagement and become uncivilized (Hur et al , 2021). However, Polman (2012) suggested that a choice made on behalf of others generally will provide more constructive information with fewer cognitive biases, especially applying to an overloaded choice context.…”

Section: Conclusion Discussion and Implicationsmentioning

confidence: 99%

Action and inaction regret in fine-dining decisions: the impact of the focal customer, sommelier and dining companion

Deng

Seo

Harrington

2023

IJCHM

View full text Add to dashboard Cite

Purpose The purpose of this study is to unearth antecedents of regrettable dining experiences related to the information source, action and inaction perspectives, dining companion influence and interactions among information source, the focal customer’s valence and the dining companion’s valence on regret, leading to sequential behavioral outcomes. Design/methodology/approach Using a scenario-based experimental study, 344 qualified questionnaires were collected. Univariate ANOVA and multiple linear regression analyses were implemented. Findings The results of this study reveal that action regret is more intense than inaction regret during the choice-making phase; dining companion negative feedback intensifies focal customer’s regret. The significance of the information source on regret disappeared when only one party reported negative feedback; conversely, when two parties in the co-consumption experience revealed negative feedback, the relationship between information source of choice and regret was sustained. Research limitations/implications The nature of scenario-based design may lack realism. Thus, more field experiments are encouraged to test the propositions further. This research enhances our understanding of gastronomic experiences in a negative disconfirmation context, drawing upon action/inaction regret theory, attribution theory and the expectancy disconfirmation model. Practical implications From a triad relationship perspective, this study provides valuable input on who or what will be attributed to the issues when encountering a food and wine sensory failure. Additionally, insightful recommendations are supplied on avoiding the possibility of inducing the experience of regret and how practitioners can increase the potential for a memorable dining experience. Originality/value To the best of the authors’ knowledge, this is the first study that enriched the existing knowledge of regrettable dining experiences relating to information sources and social influence.

show abstract

Section: Conclusion Discussion and Implicationsmentioning

confidence: 99%

Action and inaction regret in fine-dining decisions: the impact of the focal customer, sommelier and dining companion

Deng

Seo

Harrington

2023

IJCHM

View full text Add to dashboard Cite

show abstract

“…Among door-to-door salespeople, performance goals reflect the sales revenue (Yi et al, 2021). In line with prior work (Amenuvor et al, 2022a;Hur et al, 2021;Simintiras et al, 2013), we measured behavioral feedback using three items from Hartline et al's (2000) scale [1]. Deep acting and surface acting were assessed using six items from Diefendorff et al's (2005) emotional labor scale.…”

Section: Methodsmentioning

confidence: 99%

“…Fourth, following common practices in the sales literature (Amenuvor et al, 2022a;Hur et al, 2021;Simintiras et al, 2013), we used Rodrigues et al's (2015) scale to assess behavioral feedback among salespeople (e.g. door-to-door or retail salespeople).…”

Section: Limitations and Future Researchmentioning

confidence: 99%

“…The authenticity of emotional displays achieved through deep acting reduces emotional dissonance and burnout and increases self-efficacy (Brotheridge and Lee, 2002; Hülsheger et al , 2010). Employees who engage in deep acting change their feelings to reflect an authentic emotional display, which seems genuine to the customer, and has a positive impact on customer satisfaction, customer–employee rapport and customer buying behavior (Grandey, 2003; Hur et al , 2015; Lindsey-Hall et al , 2020; Seger-Guttmann and Medler-Liraz, 2020).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

See 1 more Smart Citation

When and how sales manager feedback contributes to sales performance: the role of emotional labor and cross-selling

Shin

Hur

Moon

2023

EJM

Self Cite

View full text Add to dashboard Cite

Purpose This study aims to test the mediating effect of cross-selling behavior (CSB) on the relationship between sales manager feedback (i.e. output and behavioral) and sales performance, and the moderating effect of emotional labor (i.e. deep and surface acting) on this relationship. Design/methodology/approach The authors used two-wave multisource data: survey and objective sales performance (sales revenue) data collected from 300 door-to-door salespeople working at a South Korean cosmetics company. Findings The relationship between output feedback and sales performance was mediated by CSB. In addition, the positive relationship between output feedback and CSB was weakened by deep and surface acting, whereas that between behavioral feedback and CSB was strengthened by deep acting. Specifically, behavioral feedback had a positive relationship with CSB when salespeople engaged in a high level of deep acting. This relationship was not significant for low and medium levels of deep acting. The authors’ supplementary analyses indicated no significant three-way interaction effect between output feedback, behavioral feedback and emotional labor on CSB. Research limitations/implications Data collection from door-to-door salespeople in a single cosmetics company undermines the generalizability of the present findings. Practical implications By exploring the boundary conditions that strengthen or weaken the effectiveness of manager feedback, this study provides insights into how the two types of manager feedback can be effectively used to promote CSB and sales performance. Originality/value This study offers a nuanced understanding of the relative roles of output and behavioral feedback in CSB and the differential moderating effects of emotional labor on the two types of manager feedback.

show abstract

“…As one of the positive emotions singled-out as essential to salesperson-customer relations (Markovic et al, 2018), empathy can broaden the range of salespeople's thoughts and actions, which eventually enriches long-lasting personal resources to maintain social connections and benefit others (Anaza et al, 2018;Fredrickson and Branigan, 2005). Empathy can act as a resource that generates other positive emotions such as gratitude (Lasota et al, 2020;Pang et al, 2022), and magnifies the positive effects of hope (Hur et al, 2021). According to the concept of the resource gain spiral, as individuals gain resources, they are in a better position to invest and gain additional resources (Hobfoll, 2001).…”

Section: Mediation Effect Of Salespeople's Empathymentioning

confidence: 99%

Influence of substantive corporate social responsibility attribution on salespeople’s value-based selling: a resource perspective

Yan

Jiang

Zang

2023

CMS

View full text Add to dashboard Cite

Purpose Drawing upon the conservation of resources theory, this study aims to investigate whether, how and when salespeople’s substantive attribution of the organization’s corporate social responsibility (CSR) affects value-based selling (VBS). The authors argue that salespeople’s substantive CSR attribution increase value-based selling through two mechanisms (i.e. by lowering emotional exhaustion and increasing empathy), and treatment by customers can increase or decrease the strength of these relationships. Design/methodology/approach B2B salespeople working in various industries in China were recruited through snowball sampling to participate in the study. There were 462 volunteers (57.58% women; aged 30–55; tenure ranging from six months to 15 years) who provided valid self-report questionnaires. Findings Hierarchical multiple regression supported the association between salespeople’s substantive CSR attribution and VBS. The results showed that salespeople’s emotional state (i.e. emotional exhaustion and empathy) mediated the association between substantive CSR attribution and VBS. As expected, salespeople’s experiences of customer incivility weakened the mediating effect of emotional exhaustion; contrary to expectations, customer-initiated interpersonal justice weakened the mediation effect of empathy. Originality/value This study makes a unique contribution to the existing marketing literature by first investigating the role of salespeople’s attribution of CSR motives in facilitating their VBS, which answers the call to identify factors that predict VBS. In addition, to the best of the authors’ knowledge, the authors are the first to test salespeople’s emotions as a mechanism of the link between their CSR attributions and selling behaviors.

show abstract

Impact of managerial control on the relationship between customer incivility and frontline employees’ up-selling behavior

Cited by 9 publications

References 77 publications

Action and inaction regret in fine-dining decisions: the impact of the focal customer, sommelier and dining companion

Action and inaction regret in fine-dining decisions: the impact of the focal customer, sommelier and dining companion

When and how sales manager feedback contributes to sales performance: the role of emotional labor and cross-selling

Influence of substantive corporate social responsibility attribution on salespeople’s value-based selling: a resource perspective

Contact Info

Product

Resources

About