Store Manager–Store Performance Relationship: A Research Note

Arnold, Todd J.; Grewal, Dhruv; Motyka, Scott; Kim, Namwoon; Sharma, Arun; Srivastava, Rajendra K.

doi:10.1016/j.jretai.2019.03.002

Cited by 21 publications

(14 citation statements)

References 49 publications

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“…Mende and Noble (2019) speak about a possible future where consumers crave human-to-human contact because technology becomes so efficient and effective at replacing frontline employees. In addition to Mende and Noble (2019) several recent articles speak to the evolving nature of the retail frontline (Arnold et al 2019;Heller et al 2019;Holmqvist et al 2019;Hughes et al 2019;Singh, Arnold, Brady and Brown 2019); the technologies noted in our typology are further evidence of this evolving retail landscape. Strategic introductions of technologies in our 2 × 2 typology offer ways for retailers and service providers to enhance the customer experience, and be competitive, in this rapidly changing environment.…”

Section: P6mentioning

confidence: 54%

The future of in-store technology

Grewal

Noble

Roggeveen

et al. 2019

J. of the Acad. Mark. Sci.

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299

213

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This paper introduces a conceptual framework for understanding new and futuristic in-store technology infusions. First, we develop a 2 × 2 typology of different innovative and futuristic technologies focusing on their level of convenience and social presence for the consumer. Next, we offer a series of propositions based on the idea that convenience and social presence can trigger vividness by enhancing consumer involvement, imagery, and elaboration, which ultimately leads to enhanced sales. Finally, the paper then focuses on four moderating areas-consumer traits, product/service dimensions, mental models and social networks-to understand how they might impact the vividness experienced via the technology.

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Section: P6mentioning

confidence: 54%

The future of in-store technology

Grewal

Noble

Roggeveen

et al. 2019

J. of the Acad. Mark. Sci.

Self Cite

299

213

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“…In this direction, there was a general agreement by management concerning the output variables for the operational and profit efficiency, given also its strategic thinking: (a) sales and number of customers, for assessing operational efficiency; and (b) gross profit (i.e., store net sales minus cost of goods sold) and operating profit (i.e., gross profit minus total operating expenses, before the allocation of corporate overhead), for assessing the profit efficiency. The rationale for using gross profit as a separate output (see the relevant studies of Arnold et al, 2019; Dubelaar et al, 2002; Goic et al, 2015) is to capture the store manager's ability to effectively manage relationships with regional managers (the so‐called intra‐organizational relationship capacity) that contributes to achieving more favorable product purchase prices and thus higher gross profit (see Arnold et al, 2019). In the case of the stores analyzed, the prices of the most products generally are set centrally by the retail organization.…”

Section: The Efficiency Assessment Under a Four‐phase Processmentioning

confidence: 99%

An empirical analysis of evaluating the operational and economic efficiency of retail stores under an adverse operating environment

Aggelopoulos¹,

Lampropoulos

Paraschi³

2023

Manage Decis Econ

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This paper evaluates the relative efficiency of 83 food retail stores of a major Greek Supermarket network using monthly panel data that relates to an extended period of deep economic recession (2012–2013). We highlight the importance of the comparative analysis of operational and economic perspectives of the retail stores' efficiency, as they fully capture the real conditions in very competitive and dynamic recessionary environments given that retail stores are interested in minimizing costs while maximizing sales and profits. Efficiency measurements and comparisons led to the identification of benchmark stores and problematic ones thus leading to a series of management actions.

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“…First, store managers play an important role in determining overall store success. Research shows that store managers’ behaviors (Arnold et al , 2009; Lusch and Serpkenci, 1990), attitudes (Lichtenstein et al , 2010; Netemeyer et al , 2010), perspectives (Arnold et al , 2019; Arnold et al , 2009; McKay et al , 2009), leadership styles (Hunter et al , 2013; Jiang et al , 2015; Liden et al , 2014) and personalities (Hunter et al , 2013) are all influential determinants of store performance. Second, in most instances, FLE and customer outcomes mediate the relationship between these variables and store performance (Lichtenstein et al , 2010; Liden et al , 2014; McKay et al , 2009).…”

Section: Literature Reviewmentioning

confidence: 99%

“…As previously noted, to our knowledge, no prior research has linked managerial climate perceptions to FLE perceptions of supervisor support or feelings of organizational commitment. Second, with few exceptions (Arnold et al , 2019; Arnold et al , 2009; McKay et al , 2009), research has yet to examine how store managers’ perceptions of organizational priorities influence their own attitudes and behaviors. While understanding personality or leadership styles is important, these characteristics are relatively more stable, making them likely to be satisfied via HR processes (e.g.…”

Section: Literature Reviewmentioning

confidence: 99%

“…While marketing scholars have devoted increased attention to FLEs for the achievement of organizational objectives, understanding the impact of frontline managers in overseeing FLEs and directly influencing store performance remains uncertain (Arnold et al , 2019; Jung et al , 2021). Frontline managers are commonly the conduit through which corporate strategy is enacted (Inyang et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

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How store managers’ employee climate perceptions affect frontline employee, customer and store performance outcomes: an examination in the small-store setting

Deitz

Hansen

DeCarlo

et al. 2021

EJM

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Purpose The purpose of this paper is to examine the effects of store managers’ employee climate perceptions on frontline employee (FLE), customer and store performance outcomes in the small-store setting. Design/methodology/approach This study derives the findings from a multi-source data set acquired in partnership with a North American-based retailer that includes survey responses from 1,133 store managers, 5,591 FLEs and 16,488 customers. This paper matches survey responses to corporate records and store sales and operations data. Findings This study finds that store managers’ employee climate perceptions affect FLEs both directly and indirectly, through store manager social support behaviors. This paper tests the boundary conditions for these findings by examining the moderating effects of store-level FLE tenure heterogeneity and competitive intensity. Study results provide partial support for the hypothesized relationships with regard to FLE tenure heterogeneity, but not competitive intensity. Research limitations/implications This research is subject to many of the limitations common to a survey-based study. While the use of one retailer provided opportunities to examine store-level performance data, future research would benefit by using a more expansive data set spanning several companies and industries. Moreover, as the current study was set in the small-store setting, future research should explore how store managers’ influence fluctuates depending on store size and the mechanisms through which organizational priorities flow through other management levels (e.g. department managers) in large retailers. Practical implications Study results provide managerial guidance regarding the implementation of an employee climate for the delivery of an enhanced customer experience and superior financial performance. Originality/value Although researchers have paid considerable attention to employees’ psychological and organizational climate perceptions, this study makes a unique contribution by examining the effects of store managers’ employee climate perceptions on FLE, customer and store-level outcomes.

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Store Manager–Store Performance Relationship: A Research Note

Cited by 21 publications

References 49 publications

The future of in-store technology

The future of in-store technology

An empirical analysis of evaluating the operational and economic efficiency of retail stores under an adverse operating environment

How store managers’ employee climate perceptions affect frontline employee, customer and store performance outcomes: an examination in the small-store setting

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