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  • 1
    Electronic Resource
    Electronic Resource
    Adaptive versus Proactive Behavior in Service Recovery: The Role of Self-Managing Teams (2004)
    J. Mack Robinson College of Business, Georgia State University , Atlanta , GA 30303 , 404-651-4073, fax: 404-651-2804 : Decision Sciences
    Decision sciences 35 (2004), S. 0 
    Details
    ISSN: 1540-5915
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: In this article, we develop a conceptual model of adaptive versus proactive recovery behavior by self-managing teams (SMTs) in service recovery operations. To empirically test the conceptual model a combination of bank employee, customer, and archival data is collected. The results demonstrate support for independent group-level effects of intrateam support on adaptive and proactive recovery behavior, indicating that perceptual consensus within service teams has incremental value in explaining service recovery performance. In addition, we provide evidence that adaptive and proactive recovery behavior have differential effects on external performance measures. More specifically, higher levels of adaptive performance positively influence customer-based parameters (i.e., service recovery satisfaction and loyalty intentions), while employee proactive recovery behavior contributes to higher share of customer rates.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.0011-7315.2004.02513.x
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  • 2
    Electronic Resource
    Electronic Resource
    Service Climate in Self-Managing Teams: Mapping the Linkage of Team Member Perceptions and Service Performance Outcomes in a Business-to-Business Setting (2005)
    Oxford, UK : Blackwell Publishing Ltd.
    Journal of management studies 42 (2005), S. 0 
    Details
    ISSN: 1467-6486
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: abstract  Drawing from the organizational behaviour and services marketing literature, we develop a conceptual model of self-managing team (SMT) service climate, taking into account characteristics of the organizational context, the SMT, and the individual employee. In order to assess the impact of SMT service climate, we include a number of internal consequences (i.e., in-company performance data) and external service performance outcomes (i.e., customer-perceived service quality). As a result of the hierarchically nested data-structure (i.e., groups and individuals), we investigate the antecedents of SMT service climate in service groups using a multi-level approach. Our results reveal that organizational and group factors have a significant cross-level influence on individual employee perceptions of SMT service climate. Furthermore, we demonstrate that employee perceptions of SMT service climate are positively related to customer-perceived service quality, while there is no relationship with service productivity measures.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/j.1467-6486.2005.00558.x
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  • 3
    Electronic Resource
    Electronic Resource
    Perceived uncertainty in self-managed service teams: an empirical assessment (2001)
    Bingley : Emerald
    International journal of service industry management 12 (2001), S. 158-183 
    Details
    ISSN: 0956-4233
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This empirical study examines the impact of context-team factors and team-employee factors on perceived uncertainty in self-managed service teams. The results of our study show that context-team factors rather than team-employee factors are critical to the extent of uncertainty employees perceive when providing customer service. Furthermore, perceived uncertainty has negative impact on self-managed team outcomes in terms of job satisfaction and intention to leave the team. Besides this, our findings indicate that team commitment to customer service quality can serve as an effective tool to handle the negative consequences of perceived uncertainty in self-managed service teams. Finally, in addition to the cross-sectional analysis, a longitudinal exploration has been carried out, the outcomes of which suggest that the structural relationships are changing over time, underlining the need to take dynamic considerations into account in analyzing the effectiveness of self-managed work teams.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09564230110387533
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