When Sales Managers and Salespeople Disagree in the Appreciation for Their Firm: The Phenomenon of Organizational Identification Tension

Kraus, Florian; Haumann, Till; Ahearne, Michael; Wieseke, Jan

doi:10.1016/j.jretai.2015.03.001

Cited by 32 publications

(27 citation statements)

References 145 publications

(265 reference statements)

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“…Kraus, Haumann, Ahearne, and Wieseke () extended the dark side effects of OI with regards to performance by examining conflicting identities between individuals. Specifically, they found large differences in OI between a sales manager and his or her direct report pulled the salesperson in more than one direction and resulted in negative consequences for both customer satisfaction and sales performance.…”

Section: Dark Side Effects Of Organizational Identificationmentioning

confidence: 99%

Where there is light, there is dark: A review of the detrimental outcomes of high organizational identification

et al. 2016

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An extensive body of research on organizational identification has developed over the last 25 years. This work has typically taken the view that organizational identification is good for individuals and organizations. However, the underlying social identity processes of organizational identification do not suggest that only positive outcomes should be expected. We review the work addressing organizational identification's dark side. Our review suggests that organizational identification can lead to unethical behaviors, resistance to organizational change, lower performance, interpersonal conflict, negative emotions, and reduced well-being. Conditions facilitating these undesirable outcomes include situation factors (e.g., identity threats, work characteristics) and person factors (e.g., morality, other identifications). By providing a counterpoint to the generally positive approach to organizational identification, we attempt to move the literature toward a more balanced view.

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Section: Dark Side Effects Of Organizational Identificationmentioning

confidence: 99%

Where there is light, there is dark: A review of the detrimental outcomes of high organizational identification

et al. 2016

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“…We examined FLEs’ engagement in customer- and coworker-directed behaviors using a dyadic framework (e.g., Menguc et al 2016). As such, we were forced to take a two-step analytical approach to analyze our full model (see Kraus et al 2015). In the first step, we analyzed, with a multilevel multivariate regression model, each antecedent’s relative impact on the FLEs’ customer- and coworker-directed behaviors as well as the moderating effect of group-based rewards.…”

Section: Methodsmentioning

confidence: 99%

“…We examined FLEs' engagement in customer-and coworker-directed behaviors using a dyadic framework (e.g., Menguc et al 2016). As such, we were forced to take a two-step analytical approach to analyze our full model (see Kraus et al 2015). In the first step, we…”

Section: Model Specificationmentioning

confidence: 99%

Balancing Frontliners’ Customer- and Coworker-Directed Behaviors When Serving Business Customers

Borgh

Jong

Nijssen³

2019

Journal of Service Research

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In this digital era, where many product-oriented business-to-business companies are shifting to a product-service systems approach, frontline employees (FLEs) are urged to complement customer-directed behaviors with coworker-directed prosocial behaviors to achieve optimal performance. Surprisingly, little is known about the relationship between FLEs’ coworker-directed and customer-directed behaviors in product-service systems settings. This research addresses this void and serves two purposes. First, drawing on role balance theory, the authors develop and test a model of an FLE’s relative emphasis on serving coworkers (i.e., helping) relative to the emphasis on serving business customers (i.e., proactive selling) as well as the antecedents and consequences of customer-coworker (im)balance. Second, the authors propose that managers can influence antecedents and consequences through an incentive system and access to information sources, respectively. Multivariate time-lagged analyses using survey and secondary performance data reveal that customer-coworker balance is beneficial for an FLE’s performance, especially when leveraging their coworkers as a prime information source. Interestingly, the increasingly damaging impact of an imbalance toward customer-directed behaviors can be countered by using the information technology (IT) system. Also of interest is that managers can correct imbalance—caused by either work group identification or expected customer demand—via individual-based incentives.

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“…For this study, we also include interpretation of variable determinants such as: expectations (Aggarwal, Castleberry, Ridnour, & Shepherd, 2005), communication (Atkinson & Butcher, 2003), and feedback (Andiola, 2014). Furthermore, current main areas of sales person orientated literature (Chaker, Schumann, Zablah, & Flint, 2016) , sales outcomes (G. Wang & Netemeyer, 2004) or specific sales research (Goebel et al, 2013), concentrate on and are often restricted to the examination of the sales outcome (Kraus, Haumann, Ahearne, & Wieseke, 2015;Shannahan, Shannahan, Bush, & Moncrief, 2016;G. P. Wang & Miao, 2015).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Theoretical Development: Specialism, Achievement, Coordination, (SAC) Model – Kantian Perspective

et al. 2019

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When Sales Managers and Salespeople Disagree in the Appreciation for Their Firm: The Phenomenon of Organizational Identification Tension

Cited by 32 publications

References 145 publications

Where there is light, there is dark: A review of the detrimental outcomes of high organizational identification

Where there is light, there is dark: A review of the detrimental outcomes of high organizational identification

Balancing Frontliners’ Customer- and Coworker-Directed Behaviors When Serving Business Customers

Theoretical Development: Specialism, Achievement, Coordination, (SAC) Model – Kantian Perspective

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