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Emotional intelligence in front-line/back-office employee relationships
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| Zeitschriftentitel: | Journal of Services Marketing |
|---|---|
| Personen und Körperschaften: | , , , , , |
| In: | Journal of Services Marketing, 31, 2017, 2, S. 185-199 |
| Format: | E-Article |
| Sprache: | Englisch |
| veröffentlicht: |
Emerald
|
| Schlagwörter: |
| author_facet |
Kearney, Treasa Walsh, Gianfranco Barnett, Willy Gong, Taeshik Schwabe, Maria Ifie, Kemefasu Kearney, Treasa Walsh, Gianfranco Barnett, Willy Gong, Taeshik Schwabe, Maria Ifie, Kemefasu |
|---|---|
| author |
Kearney, Treasa Walsh, Gianfranco Barnett, Willy Gong, Taeshik Schwabe, Maria Ifie, Kemefasu |
| spellingShingle |
Kearney, Treasa Walsh, Gianfranco Barnett, Willy Gong, Taeshik Schwabe, Maria Ifie, Kemefasu Journal of Services Marketing Emotional intelligence in front-line/back-office employee relationships Marketing |
| author_sort |
kearney, treasa |
| spelling |
Kearney, Treasa Walsh, Gianfranco Barnett, Willy Gong, Taeshik Schwabe, Maria Ifie, Kemefasu 0887-6045 Emerald Marketing http://dx.doi.org/10.1108/jsm-09-2016-0339 <jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>This paper aims to undertake a simultaneous assessment of interdependence in the behaviours of front-line and back-office employees and their joint effect on customer-related organisational performance. It also tests for a moderating influence of the emotional intelligence of front-line salespeople and back-office employees.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>The sample comprises 105 front-line sales employees and 77 back-office employees. The customer-related organisational performance data come from a UK business-to-business (B2B) electronics company. With these triadic data, this study uses partial least squares to estimate the measurement and structural models.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>Salespeople’s customer orientation directly affects customer-related organisational performance; the relationship is moderated by salespeople’s emotional intelligence. The emotional intelligence of salespeople also directly affects the customer-directed citizenship behaviour of back-office employees. Furthermore, the emotional intelligence of back-office staff moderates the link between the emotional intelligence of salespeople and back-office staff citizenship behaviour. Back-office staff citizenship behaviour, in turn, affects customer-related organisational performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>The emotions deployed by employees in interactions with customers clearly shape customers’ perceptions of service quality, as well as employee-level performance outcomes. However, prior literature lacks insights into the simultaneous effects of front-line and back-office employee behaviour, especially in B2B settings. This paper addresses these research gaps by investigating triadic relationships – among back-office employees, front-line employees and customer outcomes – in a B2B setting, where they are of particular managerial interest.</jats:p></jats:sec> Emotional intelligence in front-line/back-office employee relationships Journal of Services Marketing |
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Emotional intelligence in front-line/back-office employee relationships |
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Emotional intelligence in front-line/back-office employee relationships |
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Emotional intelligence in front-line/back-office employee relationships |
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| title_short |
Emotional intelligence in front-line/back-office employee relationships |
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emotional intelligence in front-line/back-office employee relationships |
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Marketing |
| url |
http://dx.doi.org/10.1108/jsm-09-2016-0339 |
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2017 |
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185-199 |
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<jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>This paper aims to undertake a simultaneous assessment of interdependence in the behaviours of front-line and back-office employees and their joint effect on customer-related organisational performance. It also tests for a moderating influence of the emotional intelligence of front-line salespeople and back-office employees.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>The sample comprises 105 front-line sales employees and 77 back-office employees. The customer-related organisational performance data come from a UK business-to-business (B2B) electronics company. With these triadic data, this study uses partial least squares to estimate the measurement and structural models.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>Salespeople’s customer orientation directly affects customer-related organisational performance; the relationship is moderated by salespeople’s emotional intelligence. The emotional intelligence of salespeople also directly affects the customer-directed citizenship behaviour of back-office employees. Furthermore, the emotional intelligence of back-office staff moderates the link between the emotional intelligence of salespeople and back-office staff citizenship behaviour. Back-office staff citizenship behaviour, in turn, affects customer-related organisational performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>The emotions deployed by employees in interactions with customers clearly shape customers’ perceptions of service quality, as well as employee-level performance outcomes. However, prior literature lacks insights into the simultaneous effects of front-line and back-office employee behaviour, especially in B2B settings. This paper addresses these research gaps by investigating triadic relationships – among back-office employees, front-line employees and customer outcomes – in a B2B setting, where they are of particular managerial interest.</jats:p></jats:sec> |
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| description | <jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>This paper aims to undertake a simultaneous assessment of interdependence in the behaviours of front-line and back-office employees and their joint effect on customer-related organisational performance. It also tests for a moderating influence of the emotional intelligence of front-line salespeople and back-office employees.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>The sample comprises 105 front-line sales employees and 77 back-office employees. The customer-related organisational performance data come from a UK business-to-business (B2B) electronics company. With these triadic data, this study uses partial least squares to estimate the measurement and structural models.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>Salespeople’s customer orientation directly affects customer-related organisational performance; the relationship is moderated by salespeople’s emotional intelligence. The emotional intelligence of salespeople also directly affects the customer-directed citizenship behaviour of back-office employees. Furthermore, the emotional intelligence of back-office staff moderates the link between the emotional intelligence of salespeople and back-office staff citizenship behaviour. Back-office staff citizenship behaviour, in turn, affects customer-related organisational performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>The emotions deployed by employees in interactions with customers clearly shape customers’ perceptions of service quality, as well as employee-level performance outcomes. However, prior literature lacks insights into the simultaneous effects of front-line and back-office employee behaviour, especially in B2B settings. This paper addresses these research gaps by investigating triadic relationships – among back-office employees, front-line employees and customer outcomes – in a B2B setting, where they are of particular managerial interest.</jats:p></jats:sec> |
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| spelling | Kearney, Treasa Walsh, Gianfranco Barnett, Willy Gong, Taeshik Schwabe, Maria Ifie, Kemefasu 0887-6045 Emerald Marketing http://dx.doi.org/10.1108/jsm-09-2016-0339 <jats:sec><jats:title content-type="abstract-subheading">Purpose</jats:title><jats:p>This paper aims to undertake a simultaneous assessment of interdependence in the behaviours of front-line and back-office employees and their joint effect on customer-related organisational performance. It also tests for a moderating influence of the emotional intelligence of front-line salespeople and back-office employees.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title><jats:p>The sample comprises 105 front-line sales employees and 77 back-office employees. The customer-related organisational performance data come from a UK business-to-business (B2B) electronics company. With these triadic data, this study uses partial least squares to estimate the measurement and structural models.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Findings</jats:title><jats:p>Salespeople’s customer orientation directly affects customer-related organisational performance; the relationship is moderated by salespeople’s emotional intelligence. The emotional intelligence of salespeople also directly affects the customer-directed citizenship behaviour of back-office employees. Furthermore, the emotional intelligence of back-office staff moderates the link between the emotional intelligence of salespeople and back-office staff citizenship behaviour. Back-office staff citizenship behaviour, in turn, affects customer-related organisational performance.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>The emotions deployed by employees in interactions with customers clearly shape customers’ perceptions of service quality, as well as employee-level performance outcomes. However, prior literature lacks insights into the simultaneous effects of front-line and back-office employee behaviour, especially in B2B settings. This paper addresses these research gaps by investigating triadic relationships – among back-office employees, front-line employees and customer outcomes – in a B2B setting, where they are of particular managerial interest.</jats:p></jats:sec> Emotional intelligence in front-line/back-office employee relationships Journal of Services Marketing |
| spellingShingle | Kearney, Treasa, Walsh, Gianfranco, Barnett, Willy, Gong, Taeshik, Schwabe, Maria, Ifie, Kemefasu, Journal of Services Marketing, Emotional intelligence in front-line/back-office employee relationships, Marketing |
| title | Emotional intelligence in front-line/back-office employee relationships |
| title_full | Emotional intelligence in front-line/back-office employee relationships |
| title_fullStr | Emotional intelligence in front-line/back-office employee relationships |
| title_full_unstemmed | Emotional intelligence in front-line/back-office employee relationships |
| title_short | Emotional intelligence in front-line/back-office employee relationships |
| title_sort | emotional intelligence in front-line/back-office employee relationships |
| title_unstemmed | Emotional intelligence in front-line/back-office employee relationships |
| topic | Marketing |
| url | http://dx.doi.org/10.1108/jsm-09-2016-0339 |