Service Climate Effects on Customer Attitudes: An Examination of Boundary Conditions

By J. Dietz, S. Pugh, Jack W. Wiley. 2004

245 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b62437c9438f6593430769ef11a500a6461dbcd3

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Citations in the corpus

THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS‐LEVEL EFFECTS OF HIGH‐PERFORMANCE WORK SYSTEMS ON EMPLOYEES’ ATTITUDES (2009, methodology): “In addition, we controlled for establishment size (using a natural log transformation, due to its highly skewed distribution), given HR practices (e.g., Datta et al., 2005; Guthrie, 2001) and concern for employees climate (e.g., Dietz et al., 2004) may vary as a function of establishment size.”
Service climate and organizational commitment: The importance of customer linkages (2006, background): “…workplace conditions (a service climate) that creates employee satisfaction, commitment to the organization and subsequent behaviors that facilitate the creation of customer satisfaction, perceived service quality and loyalty (Borucki and Burke, 1999; Dietz et al., 2004; Heskett et al., 1994).”
Assembling Fragments Into a Lens: A Review, Critique, and Proposed Research Agenda for the Organizational Work Climate Literature (2009, background): “Other researchers have shown similar results, indicating that service climate is related to customer satisfaction (Dietz et al., 2004; Gelade & Young, 2005).”
Organizational climate and culture. (2009, unknown): “Finally, in terms of moderators of the climate-outcome relationship, Dietz et al. (2004) showed that service climate had stronger effects when customer contact was higher, and Mayer et al. (2009a) replicated that ﬁnding, also showing that the effects of service climate were stronger when the…”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “However, this type of company may nonetheless serve as a meaningful research context for this kind of study due to its strong need for employees to uphold customer satisfaction by engaging in prosocial behavior such as knowledge sharing (DeConinck, 2015; Dietz, Pugh, & Wiley, 2004).”
When Do Employees Speak up for Their Customers? A Model of Voice in a Customer Service Context (2013, background): “…as a moderator of the relationship between aspects of the service context such as the frequency of customer contact, intangibility of the service, and service employee task interdependence and customer satisfaction (de Jong, de Ruyter, & Lemmink, 2004; Dietz et al., 2004; Mayer et al., 2009).”
A Service Climate Synthesis and Future Research Agenda (2014, methodology): “For example, a frequently used measure of service climate is shown in Table 2 from Schneider, White, and Paul (1998); see also the use of this measure by Chuang and Liao (2010), de Jong, Ruyter, and Lemmink (2004), Dietz, Pugh, and Wiley (2004), and Schneider et al. (2009b).”
Examining the Mechanisms Linking Transformational Leadership, Employee Customer Orientation, and Service Performance: The Mediating Roles of Perceived Supervisor and Coworker Support (2010, background): “Although researchers have attempted to identify the antecedents of customer orientation (Dietz et al. 2004; Liao and Subramony 2008; Stock and Hoyer 2002, 2005), it is somewhat surprising that the ways in which leadership behaviors influence customer orientation have received little attention in the”