Missing link in the service profit chain: A meta-analytic review of the antecedents, consequences, and moderators of service climate.

Hong, Ying; Liao, Hui; Hu, Jia; Jiang, Kaifeng

doi:10.1037/a0031666

Cited by 330 publications

(458 citation statements)

References 176 publications

(244 reference statements)

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“…Intrinsically motivated project members are also likely to be more effective in interacting with and influencing targets. Related research on service organizations and the service-profit chain reports positive emotional and productivity spillover effects such that intrinsically motivated, committed, and satisfied staff have higher quality interactions with customers leading to more loyal and satisfied customers and higher firm performance (S. P. Brown & Lam, 2008;Hong, Liao, Hu, & Jiang, 2013).…”

Section: Organizational Practices As Enablersmentioning

confidence: 99%

Organizations Driving Positive Social Change

Stephan

Patterson

Kelly

et al. 2016

Journal of Management

239

112

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Academic and practitioner interest in how market-based organizations can drive positive social change (PSC) is steadily growing. This paper helps to recast how organizations relate to society. It integrates research on projects stimulating PSC-the transformational processes to advance societal well-being-that is fragmented across different streams of research in management andAcknowledgments: The second and third authors contributed equally to this manuscript. The authors are grateful for the excellent friendly reviews and comments provided by Ian Macdonald, Andreana Drencheva, and Tima Bansal to previous versions of this manuscript. Tima Bansal, Pamela Laughland, Rob Briner, Jo Rick, and Our societies face growing challenges in areas such as public health, education, social inequality, and environmental pollution. Market-based organizations can play an important role in addressing these challenges by stimulating transformational processes to advance societal well-being, referred to in this paper as creating positive social change (PSC). Popular management concepts such as "shared value" (Porter & Kramer, 2011), "inclusive growth" (George, McGahan, & Prabhu, 2012), and "base of the pyramid" (BoP) markets (Prahalad & Hart, 2002) reflect this potential and associate a range of organizational activities with PSC. Firms such as Unilever or Walmart initiate PSC projects to "do good and well" (Bansal & DesJardine, 2014), social enterprises leverage market-based activities to more effectively alleviate societal challenges (Mair & Marti, 2006), and investors seek to instigate social change while generating economic returns (Mair & Hehenberger, 2014).Management research on these phenomena is on the rise but remains fragmented. It mainly focuses inward on organizational activities and rarely explores how these activities may have external effects stimulating societal well-being beyond organizational boundaries. The extensive research on corporate social responsibility (CSR) focuses largely on understanding why and under which conditions firms engage in socially responsible activity and how such activity affects their financial performance (Aguinis & Glavas, 2012;Carroll & Shabana, 2010). The increasingly popular research on social enterprises pays attention to possible tensions that arise from pursuing multiple and potentially competing goals (e.g., Besharov & Smith, 2014) and elaborates on their unique organizational structures, identity, and governance (Mair, Mayer, & Lutz, 2015; Wry & York, in press). Research on business activity at the BoP focuses on identifying new market opportunities (Prahalad & Hart, 2002), developing new business models (Seelos & Mair, 2007), and building inclusive markets (Mair, Marti, & Ventresca, 2012).The tendency to introduce and hang on to distinct labels to demark the uniqueness of research areas hinders building cumulative knowledge on market-based activity and PSC across these different research streams. And the inward focus of these research streams limits their contribution to unde...

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Section: Organizational Practices As Enablersmentioning

confidence: 99%

Organizations Driving Positive Social Change

Stephan

Patterson

Kelly

et al. 2016

Journal of Management

239

112

View full text Add to dashboard Cite

show abstract

“…They found that unit-level customer orientation climate moderated the relationship such that customer-oriented employees exhibited more customer-oriented behaviors when the unit-level customer orientation climate was high; in turn, unit-level customer orientation behaviors were positively related to unit-level performance. A recent meta-analysis of 58 samples found that service climate was related to operational and organizational performance (Hong et al 2013). This research shows the multilevel (employee and unit level) linkages between service orientation, performance, and outcomes.…”

Section: Customer Servicementioning

confidence: 99%

The Fascinating Psychological Microfoundations of Strategy and Competitive Advantage

Ployhart

Hale

2014

Annu. Rev. Organ. Psychol. Organ. Behav.

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This article puts forth an agenda for the psychological study of strategy and competitive advantage. It centers this agenda within the microfoundations program, a program originating within strategy that seeks to understand firm heterogeneity and competitive advantage by examining individuals and their interrelationships. The article first reviews key theories and frameworks in strategy by taking a functionalist view, that is, by starting with a focus on organizational criteria (operational performance, organizational performance, competitive advantage). It then discusses the importance of resources and how psychology may contribute to an understanding of these resources. Organizational psychology and organizational behavior research that links to higher-level outcomes or resources is reviewed next. The article concludes with questions that we believe will fascinate scholars of organizational psychology and organizational behavior as well as with implications for practice. We hope this article helps stimulate a paradigmatic shift in organizational psychology and organizational behavior, as their theories and findings are much more strategic than is currently appreciated.

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“…The communicative and symbolic consequences of TMT heterogeneity are likely to increase employees' assessments of its credibility (Kim, Bateman, Gilbreath, & Andersson, 2009;Mayer & Gavin, 2005), which can foster an organisation's climate of productive energy (Raes et al, 2013), in the process improving lower echelons' perceptions of fairness, diversity and trust and, ultimately, leading to greater responsiveness and engagement (Schneider, Ehrahrt, & Macey, 2013). The more open and participative organisational climates generated by the symbolic and communicative consequences of heterogeneous TMTs also appear to better align the styles and practices of line managers in support to wider organisational strategies (Raes et al, 2011), emphasising the crucial 'linking pin' role that line managers play both in strategy formulation and implementation (Wooldridge, Schmid, & Floyd, 2008), the latter specifically relevant to overall staff engagement and commitment (Hong, Liao, Hu, & Jiang, 2013).…”

Section: Discussionmentioning

confidence: 99%

“…Where HRM policies are concerned, for example, employees will, to a growing extent, be those delivered or enacted by line managers, especially front line managers with direct supervisory responsibility' (p. 3). In this way, line managers play a crucial role determining the extent to which lower level staff are engaged with and committed to the wider strategies and policies of the organisation (Hong, Liao, Hu, & Jiang, 2013). Important here is the way line managers communicate policies to staff and also their leadership styles, in terms of fairness towards staff and levels of support.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Board Heterogeneity and Organisational Performance: The Mediating Effects of Line Managers and Staff Satisfaction

2016

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Upper Echelons (UE) theory posits that organisational performance reflect the personal values and cognitive frames of the top management team (TMT) and, crucially, that greater heterogeneity in individual backgrounds of senior executives leads to better outcomes.However, often missing from this research is a more developed account of how this relationship between the characteristics of TMTs and performance is also mediated by internal conditions within organisations. In this paper we begin to address this deficiency focusing on the mediating impact of employee satisfaction and the styles and practices of line managers. Looking at the empirical case of English National Health Services acute care hospital trusts, we use a multiple mediation model to analyse the relationship between board heterogeneity, performance and these two (internal) organisational factors. A variance-based structural equation modelling approach (Partial Least Square) is applied to a sample of 102 boards of directors. First, the results lend support to the UE hypothesis that there is a positive impact of board heterogeneity and hospital-level performance. Second, the analysis shows that the relationship heterogeneity-performance is positive influenced by: a) the styles and practices of line managers; b) the levels of staff satisfaction; and by their mutually reinforcing roles.

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Missing link in the service profit chain: A meta-analytic review of the antecedents, consequences, and moderators of service climate.

Cited by 330 publications

References 176 publications

Organizations Driving Positive Social Change

Organizations Driving Positive Social Change

The Fascinating Psychological Microfoundations of Strategy and Competitive Advantage

Board Heterogeneity and Organisational Performance: The Mediating Effects of Line Managers and Staff Satisfaction

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