Suchergebnisse

This study simultaneously tests the influence of two resources that boundary employee units can use to improve service quality. The first is the boundary employee units' perceptions of organizational values oriented toward creating a good service climate. The second is the boundary employees' competences oriented to providing the service, that is, their own service behavior during service transactions. Moreover, organizational climate and organizational facilitators are also analyzed as antecedents of the two resources. The sample consisted of 117 boundary employee units aggregated from 349 boundary employees and 1,157 customers. Structural Equation Modeling analysis confirmed that service quality perceived by customers can be predicted by both service climate and service behavior perceived by boundary employee units. Moreover, organizational facilitators and organizational climate are significant antecedents for higher levels of service climate. Therefore, results confirm the importance of both roles in improving customer perceptions of service quality.

The aim of this article is to analyse the information technology implementation styles in companies and their relation with different indicators of shop floor workers' subjective well‐being. The sample is composed of 11 tile production companies and 285 workers. Results from cluster analysis show two main implementation styles, so‐called "continuous implementation style" and "first‐time implementation style". Besides, results from MANOVA show significant differences in workers' cognitive well‐being (i.e. job satisfaction, role ambiguity, and positive attitudes toward information technology) but no significant differences in workers' affective well‐being (i.e. job related enthusiasm, job related comfort and general mental health) due to information technology implementation styles. Limitations and future research are discussed.

Two studies were conducted to validate the so-called HEalthy and Resilient Organization (HERO) Model. Results from Study 1 provided validity and psychometric support for a new measure designed to assess HEROs composed by semistructured interviews with the CEOs of 14 companies as well as questionnaires for their stakeholders (710 employees, 84 work-units, their immediate supervisors, and 860 customers). In Study 2, SEM (using data aggregated at the work-unit level, which consisted of 303 teams and their supervisors from 43 companies) showed that healthy employees fully mediated the positive relationship between healthy organizational resources and practices, and healthy organizational outcomes (assessed by supervisors). Moreover, regression analyses (at the organizational level, with 2,098 customers) showed that employees' excellent performance positively predicts customer loyalty and satisfaction with the company.

This study investigates the effects of e-groups on well-being and performance, using a collective approach and an objective performance indicator. Furthermore, it includes collective efficacy as a moderator and negative (anxiety) as well as positive (engagement) well-being. A lab experiment with an interval of 3 weeks was performed among 140 students who were randomly distributed across 18 groups using a chat-internet program and 10 groups working face to face. Half the groups performed under time pressure. Results confirm the moderating role of perceived collective efficacy on well-being and task performance. All groups working under time pressure and low in collective efficacy show an increase in collective anxiety. Chat-internet groups under time pressure show an increase in collective engagement but only when they feel high in collective efficacy. Finally, task performance was poorer in chat groups, working under time pressure, and with low levels of collective efficacy than in the other groups.