Customer-oriented boundary-spanning behaviors: Test of a social exchange model of antecedents

By Lance A. Bettencourt, Stephen W. Brown, Scott B. MacKenzie. 2005

228 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b03196ae8e4912e3916a82c440b1a370bd71a9b2

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Procedural Justice, Work Engagement, and Job Outcomes: Evidence from Nigeria (2011, background): “First, hotel managers should foster a work environment focusing on procedural justice to encourage social exchange attitudes among frontline employees ( Bettencourt, Brown, & MacKenzie, 2005 ).”
Service Worker Burnout and Turnover Intentions: Roles of Person-Job Fit, Servant Leadership, and Customer Orientation (2010, background): “Frontline service workers with high CO may serve as the engine for customer-oriented boundary spanning behaviors, including being advocates of the organization, taking action internally to improve service delivery, and delighting customers in every transaction (Bettencourt et al., 2005).”
Internet Users' Information Privacy-Protective Responses: A Taxonomy and a Nomological Model (2008, background): “…to the understanding of various phenomena, including relationships between employees and their employers (McFarlin and Sweeney 1992), between customers and merchants (Bettencourt et al. 2005; Martinez-Tur et al. 2006), and between firms at adjacent stages in a value chain (Kumar et al. 1995).”
Team Boundary Spanning: A Multilevel Review of Past Research and Proposals for the Future (2010, background): “936 Journal of Management / July 2010 their boundaries result in the coordination of complex tasks, knowledge, and resources across organizational functions needed for organizational innovation (Hargadon, 1998), learning (Edmondson, 1999), and customer satisfaction (Bettencourt et al., 2005), future”
Workplace spirituality – customer engagement Nexus: the mediated role of spiritual leadership on customer–oriented boundary–spanning behaviors (2019, methodology): “Staffs’ COBSBs were assessed with the scale developed by Bettencourt et al. (2005) that measures service delivery with 5 items, internal influence and external representation with both 4 items.”
The roles of employee job satisfaction and organizational commitment in the internal marketing-employee bank identification relationship (2016, background): “Bettencourt et al. (2005) found that, among frontline retail bank employees, organizational commitment contributed positively to employees’ external representation (employee highlighting the good things about their banks to outsiders); and internal influence (employee seeks to motivate others in…”