The link between salespeople’s job satisfaction and customer satisfaction in a business-to-business context: A dyadic analysis

By Christian Homburg, Ruth Stock. 2004

532 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9eb362d6d94eac511233da4ee0f85c819e1237cc

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Citations in the corpus

Social Identity and the Service-Profit Chain (2009, background): “We include this construct because recent studies on the conventional SPC have found that customer orientation mediates between job satisfaction and customer satisfaction (e.g., Homburg and Stock 2004).”
On the positive aspects of customers: Customer‐initiated support and affective crossover in employee–customer dyads (2011, background): “Employees who do so called ‗people work‘ often mention that dealing with people makes them happy (e.g., Grandey, Fisk, & Steiner, 2005; Homburg & Stock, 2004; Wright & Pandey, 2008).”
How Often Versus How Long (2009, unknown): “…Research frequency is generally measured as the number of actual transactions that occur over a period of time (Bolton, Kannan, and Bramlett 2000; Homburg and Stock 2004) or assessed as part of a self-report scale measuring level of interaction and communication between exchange partners…”
Does the employee-customer satisfaction link hold for all employee groups? (2007, methodology): “Similar results, supporting the assumption that employee job satisfaction plays an important role in driving customer satisfaction, were found by Homburg and Stock (2004) in a business-to-business context.”
The effect of TQM practices on employee satisfaction and loyalty in government (2010, methodology): “Employee satisfaction was measured using the Minnesota Satisfaction Questionnaire (short form, 1967) and the scales developed by Homburg and Stock ( 2004 , 2005 ).”
Exploring the conditions under which salesperson work satisfaction can lead to customer satisfaction (2005, background): “…from an evaluative process in which his or her perceived actual work environment is compared to a perceived standard (e.g., Brown & Peterson, 1993; Homburg & Stock, 2004; Locke, 1976).1 Similarly, customer satisfaction is introduced as an attitude resulting from an evaluative process where a…”
Further Validation of a Need-based Quality-of-work-life (QWL) Measure: Evidence from Marketing Practitioners (2007, background): “Studies have found that employees with high QWL have a high level of organizational identification, job satisfaction, job performance and a lower level of turn over and personal alienation (e.g., Carter et al. 1990; Donavan et al. 2004; Efraty and Sirgy 1990; Efraty et al. 1991; Homburg and Stock 2”
The Relationship between Interpersonal Trust, Employee Satisfaction, and Employee Loyalty (2006, methodology): “Our management would be quite prepared to gain advantage by deceiving the employees (reverse coded) 0.76 Employee satisfaction (Homburg & Stock, 2004 and 2005) 0.89 0.58 1.”
Workplace Health Promotion, Employee Wellbeing and Loyalty during Covid-19 Pandemic—Large Scale Empirical Evidence from Hungary (2021, background): “Homburg and Stock (2004); Matzler and Renzl (2006); Turkyilmaz et al. (2011); Strenitzerová and Achimský (2019); Hassan et al. (2013); Khuong and Linh (2020); Rani et al. (2011); Giovanis (2019) Employee loyalty Employees speak positively about their company, recommend their products/services; and…”
Testing the effects of food quality, price fairness, and physical environment on customer satisfaction in fast food restaurant industry (2016, background): “Furthermore, Homburg and Stock (2004) described customer satisfaction as the degree to which a product or service fulfils or exceeds the expectations of customers.”