共享经济背景下顾客公民行为和不当行为：基于社会困境理论的视角

共享经济(个体供方对个体顾客的共享模式如小猪短租平台)中顾客公民行为的促进和不当行为的治理, 成为保证共享经济可持续发展的重要议题。然而, 现有顾客行为相关研究更多是在传统经济背景下进行的探讨, 而涉及到共享经济背景下的研究难以体现共享经济的特色, 导致其未能很好地解决实践困境。上述顾客行为是在个人和集体利益发生冲突时的抉择, 即社会困境。社会困境理论可以帮助企业全面认识顾客公民行为和不当行为并有效解决困境问题。本研究拟基于社会困境理论, 探讨以下三个方面的问题: (1) 深入剖析共享经济中顾客公民行为和不当行为的概念、维度及其测量; (2) 揭示平台、供方和政府通过规则制定或社会影响策略来有效优化顾客行为的路径; (3) 阐明顾客公民和不当行为的差异性影响机制, 以及顾客社会价值导向和供方监督对顾客行为的调节作用。本研究有助于拓展现有顾客公民和不当行为的研究, 为平台、供方和政府管理提供重要参考。     

品牌信任和品牌情感：究竟谁导致了品牌忠诚?—— 一个动态研究

现有关于品牌忠诚影响因素的相关研究发现, 品牌信任和品牌情感是品牌忠诚的决定因素。尽管也有很多学者认为应该从动态的视角认识忠诚的概念, 但是现有文献却没有随着时间推移来研究消费者品牌忠诚的发展过程。为了弥补现有营销文献中这一理论的不足, 本文提供了一个关于品牌情感和品牌信任同时影响品牌忠诚形成过程的动态研究。通过一个纵向情境模拟实验研究发现随着时间的推移, 品牌信任对品牌忠诚的影响作用增强了, 而品牌情感的影响作用减弱了。并且, 消费者对品牌的不一致性体验会削弱这种效应。最后, 研究指出品牌情感和品牌信任对品牌忠诚共同的影响作用随着消费经验的积累显著增强。     

The Need for Speed: Agility Selling

In turbulent business times, organizations have sought to become more agile. Organizational agility has been asserted to require workforce agility, but thus far, little focus has been given to workers. Traditionally, salespeople have sought ways to differentiate themselves and create advantage for customers. This paper asserts that, in order to continue this tradition of differentiation and advantage, salespeople must engage in agility thinking. Agility has been studied as it applies to manufacturing processes and other firm activities. Agile salespeople have a mental dexterity at the point of customer contact. They are quick to observe opportunities and are able to anticipate customers’ ever-changing needs, wants, and preferences. This paper presents a framework for agility selling, applying concepts from the agility manufacturing literature and proffering distinct characteristics of sales force agility.     

There is more than obeying display rules: Service employees’ motives for emotion regulation in customer interactions

Although research has focused on how service employees regulate their emotions, few studies have explored why they do so. In this article, we first described which kinds of motives for emotion regulation exist in customer interactions. Second, we investigated how the motives are related to four emotion regulation strategies. The application of an explorative approach resulted in a list of 10 motives, which could be classified into the three motive categories: pleasure, prevention, and instrumental. Hierarchical linear modelling of 421 reported service interactions from a diary study revealed that the motive categories were differently related to the emotion regulation strategies. Motives of the instrumental category were only significantly positively related to surface acting. Motives of the pleasure category were positively related to deep acting and automatic regulation as well as negatively related to surface acting and emotional deviance. Motives of the prevention category were positively related to deep acting, surface acting, and emotional deviance as well as negatively related to automatic regulation. These results can be used by organizations not only to enhance the motivation of employees towards emotion regulation, but also towards more authentic emotional expressions.     

Organizational justice and extrarole customer service: The mediating role of well-being at work

The purpose of this article is to propose and test a model of extrarole customer service (ERCS). We propose that organizational justice (distributive, procedural, interpersonal, and informational) promotes well-being at work (low burnout and high engagement). Well-being at work, in turn, engenders more effective ERCS. Thus, well-being at work is considered a mediator of the relationships from organizational justice to ERCS. This fully mediated model was compared to an alternative fully direct model. The sample consisted of 317 contact employees who were working in the Spanish service sector. The results of structural equation modelling supported the importance of the mediating role of the positive side of well-being at work (engagement) in the relationship between organizational justice and ERCS. The article concludes with a discussion of the theoretical and managerial implications.     

Gains without pains? Growth after positive events

While past research suggests that people experience positive psychological changes after adverse events, little is known about psychological changes that happen after positive events. Adult participants (N?=?605) went online to complete a new self-report instrument measuring positive psychological changes linked to positive events, changes that I provisionally call post-ecstatic growth. Factor analysis indicated that this growth happens in four domains: deeper spirituality, increased meaning and purpose in life, improved relationships, and greater self-esteem. Participants were particularly likely to report growth after events that evoked feelings of inspiration and meaning, and events that led them to see new opportunities.     

The role of formal information sharing in key account team effectiveness: does informal control matter and when

Team selling is a useful approach for retaining strategically important accounts in business-to-business markets. For key account sales teams, ensuring adequate access to information about customer needs offers sustainable competitive advantages. However, the internal alignment of market information remains a recurring managerial issue in key account team selling. This study develops a moderated mediation model to identify management strategies that encourage team members' formal information sharing, which in turn improves team effectiveness. Analysis of a multilevel data set comprising 37 fluid key account teams reveals that customer orientation and task interdependence increase formal information sharing among team members. Managers' exercise of professional control strengthens the positive impact that formal information sharing has on team satisfaction. However, the practice has a dysfunctional influence on the positive effect of task interdependence on formal information sharing. Firms with key account management (KAM) programs must decide whether the marginal benefits attained by advocating such professional control outweigh the possible drawbacks.     

The role of delight in driving repurchase intentions

A channel differentiator for brick-and-mortar retail stores is the availability of salespeople to assist customers directly in their purchase decision. This research considers two aspects of customer interactions with retail salespeople that lead to perceptions of extraordinary service and enhance repurchase intentions: customer comfort and salesperson expertise. Retail customers desire value-added informational assistance from the salesperson to minimize ambiguity associated with the product and to reduce the risk associated with a purchase decision. A retail salesperson needs to make customers feel comfortable so that the customer will share specific needs during the interaction, and the salesperson can recommend appropriate products and services. Our findings reveal that while both customer comfort and salesperson expertise positively influence satisfaction with the salesperson and customer delight, only customer delight leads to repurchase intentions. While satisfaction is a commonly asserted goal for retailers; the present research suggests that in a transaction-based environment, elevated emotions such as customer delight represent a more powerful predictor of repurchase intentions. This research provides evidence of trainable salesperson behaviors that enhance customer perceptions of extraordinary service and offer firms an opportunity for significant performance gains.     

Salesperson time perspectives and customer willingness to pay more: roles of intraorganizational employee navigation,customer satisfaction,and firm innovation climate

This research aims to fill a critical gap in the sales literature by proposing a relationship-based model of customer willingness to pay more, involving salesperson time perspectives (i.e., long-term perspective and short-term perspective), intraorganizational employee navigation, and customer satisfaction with the salesperson. We also examine the moderating role of firm innovation climate. Multisource survey data were collected from 204 salespeople in a business-to-business sales context along with external ratings from customers of these salespeople three months later. The findings indicate that both long- and short-term perspectives have positive effects on intraorganizational employee navigation and customer satisfaction, which, in turn, positively affect customer willingness to pay more. In addition, short-term perspective has a stronger impact than long-term perspective on intraorganizational employee navigation. Further, the effect of long-term perspective on customer satisfaction is strengthened by the innovation climate of the firm, whereas the effect of short-term perspective on customer satisfaction is weakened by it.     

Customer Service Orientation in Managerial and Non-Managerial Employees: An Exploratory Study

The customer service orientation of managerial and non-managerial employees from a large financial services organization were compared using the Customer Service Skills Inventory (CSSI). The results indicated that, in comparison to non-managerial employees, managers scored significantly higher on Pressure Tolerance, Independent Judgment, and Responsiveness, and significantly lower on Realistic Orientation.