The impact of service worker personal resources on relationship quality in business solutions |
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| Institution: | 1. Cardiff Business School, Cardiff University, Colum Drive, Cardiff CF10 3EU, United Kingdom;2. EDHEC Business School, 24 Avenue Gustave Delory, CS 50411, 59057 Roubaix Cedex 1, France;3. Lincoln Business School, University of Lincoln, Brayford Pool, Lincoln LN6 7TS, United Kingdom;1. Newcastle University Business School, Newcastle University, 5 Barrack Road, Newcastle upon Tyne, UK;2. Cardiff Business School, Aberconway Building, Colum Drive, Cardiff CF10 3EU, UK;3. Wageningen University, Hollandseweg 1, 6706KN Wageningen, The Netherlands;4. ICARE, 74 Teryan Street, 0009 Yerevan, Armenia;5. Royal Veterinary College, Hawkshead Lane, North Mymms, Hatfield Hertfordshire AL9 7TA, UK;6. Plymouth Business School, Drake Circus, Plymouth, Devon PL4 8AA, UK;1. EM-Normandie, 30 rue de Richelieu, 76600 Le Havre, France;2. Corvinus University of Budapest, F?vám tér 8, 1093 Budapest, Hungary;3. Budapest University of Technology and Economics, Magyar tudósok körútja 2., 1117 Budapest, Hungary;1. Edwards School of Business, University of Saskatchewan, 25 Campus Drive, Saskatoon, SK S7N 5A7, Canada;2. Carey Business School, Johns Hopkins University, 100 International Drive, Baltimore, MD 21202, United States |
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| Abstract: | Service workers are vital in business solution implementations due to their importance to customer outcomes. However, service workers face time and resource constraints that limit their ability to address the multiple requirements of individual customer firm members. Therefore, achieving relationship quality can be stressful. Surprisingly little research exists in this area, so it is, therefore, the focus of the present study. Drawing on the results of a survey of 220 members of customer firms, the study first explores the impacts of three types of personal resources (flexibility, reputation and empathy) on relationship quality. The results suggest all three personal resources have positive effects. The study also considers the mediating effects of task alignment (i.e. when personal resources are appropriate for specific job demands) and the moderating effects of team membership (customer delivery team versus customer management team). The results suggest task alignment dampens the effects of the three personal resources on relationship quality, which implies that specific tasks do not necessarily affect relationship quality as a whole. Team membership moderates all hypothesized effects, suggesting a more operational focus for customer delivery team members and a more strategic focus for customer management team members. |
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