The impact of service worker personal resources on relationship quality in business solutions

Prior, Daniel D.

doi:10.1016/j.indmarman.2015.06.003

Cited by 12 publications

(8 citation statements)

References 102 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Delpechitre et al (2018) find that a salesperson’s empathy strengthened the positive association between perceiving and regulating emotions and also customer participation, citizenship behavior and commitment to the salesperson. Moreover, cognitive empathy increases the quality of the relationship (assessed in terms of trust, commitment, reciprocity and exchange efficiency) between business solution customers and their project manager or consultant (Prior, 2016). Similarly, WeiBhaar and Huber (2016) show that client perceptions of consulting agents’ empathy contributed to their trustworthiness, (especially in younger relationships) and identified a positive direct link between agents’ empathy (perspective taking) and their objective sales performance.…”

Section: Beneficiaries Of Empathymentioning

confidence: 99%

Empathy for service: benefits, unintended consequences, and future research agenda

Bove

2019

JSM

View full text Add to dashboard Cite

Purpose Empathy is a core characteristic of helping and caring interactions and thus is fundamental to service. Yet, to date, service marketing literature has focused on a restricted view of the value of empathy as it leads to improved service quality perceptions and successful sales outcomes. The aim of this paper is to provide a review of the empathy literature and the dispositional and situational factors affecting it, so as to further explore its potential benefits and limitations for service. Design/methodology/approach A summative review of the empathy literature uncovers cause–effect relationships and their potential boundary conditions. Theoretical propositions set an agenda for future research on empathy for service that breaks new ground. Findings Empathy can reduce anti-social, revenge, discrimination and unethical behaviors in service settings. It can also improve value-in-context experiences for users of service innovations. Notwithstanding its potential benefits, empathy can diminish the objectivity and performance of service providers when experienced at extreme levels. Empathy can also serve as an ingratiation influence tactic and can be detrimental to the target in embarrassing service contexts. Originality/value This paper suggests propositions for future research to advance theory and managerial practice on the use of empathy to improve service outcomes for interacting actors. It also alludes to the potential dark side of empathy when experienced at excessive levels or when used to manipulate.

show abstract

Section: Beneficiaries Of Empathymentioning

confidence: 99%

Empathy for service: benefits, unintended consequences, and future research agenda

Bove

2019

JSM

View full text Add to dashboard Cite

show abstract

“…Actors face limitations in time, information, and resource availability, thus amounting to a bounded rationality (Simon, 1991). Indeed, actor-bounded rationalities are evident in supplier firm representatives (Prior, 2016; Singh, 2000) as well as in customers (McColl-Kennedy et al, 2012; van Doorn et al, 2010). To manage bounded rationalities, actors often adopt stylistic behaviors due to the relatively lower burden this places on decision-making.…”

Section: Introductionmentioning

confidence: 99%

“…Since these engagement behaviors influence the manner of actor collaboration, the study suggests that these are important moderators of actor experiences. Previous studies focus on stylistic behaviors as applicable in service delivery contexts, with little consideration of the relationship between perception and behavior (Marinova et al, 2008; Prior, 2016; Singh, 2000). Therefore, this appears to be a new way of looking at actor engagement behaviors.…”

Section: Introductionmentioning

confidence: 99%

Value co-destruction in interfirm relationships

2016

Self Cite

View full text Add to dashboard Cite

Value co-destruction is emerging as an important way to conceptualize non-positive outcomes from actor-to-actor interactions. However, current research in this area neither offers a clear way to understand how value co-destruction manifests nor does it consider the role of actor engagement behaviors. Drawing on a case study in the aerospace industry, the present study begins by identifying and describing two ways in which actor perceptions of value co-destruction form: goal prevention and net deficits. Next, the study identifies and describes nine actor engagement behaviors that moderate actor experiences of value co-destruction. The study also unpacks these concepts at both the actor-to-actor and service ecosystem levels. The article concludes with implications for marketing theory and practice.

show abstract

“…Bell and Zemke (1987) have included empathy as one among the five essential ingredients for a successful SR, and it conveys interactional justice ( Tax et al, 1998 ). Empathy helps increase customer satisfaction, reduces the tendency to spread NWOM ( Hocutt et al, 2006 ), enhances the relationship quality ( Prior, 2016 ), and helps improve overall performance. Proactive approach (Initiation) – Proactive efforts are taken by SPs to ensure that SFs are pre-empted ( Hübner et al, 2018 ).…”

Section: Morphological Analysismentioning

confidence: 99%