Verleye, Katrien; Gemmel, Paul; Rangarajan, Deva (2016)
Purpose: - The purpose of this paper is to empirically test a theoretical model on how different customer engagement behaviors (CEBs), such as giving feedback and helping other customers, affect the role stress-job strain relationship among frontline employees. Design/methodology/approach: - Drawing from the job demands-resources model, this paper hypothesizes that some CEBs weaken the role stress-job strain relationship among frontline employees, whereas the opposite holds for other CEBs. To test these hypotheses, the study involved a survey among 279 frontline employees in 20 nursing home teams in Belgium. Findings: - The results reveal that the impact of role stress on job strain is stronger when frontline employees notice more helping behaviors among customers and weaker when frontline employees receive more customer feedback or notice that customers spread positive word-of-mouth about the nursing home. Originality/value This research contributes to the customer engagement and frontline employee literature by showing that CEBs can act as both job demands and job resources for frontline employees
In response to diversifying music delivery modes, consumers increasingly combine various music platforms, both online and offline, legal and illegal, and free or paying. Based on survey data (N?=?685), the current study segments consumers in terms of the combination of music delivery modes they use. We identify four latent classes based on their usage frequency of purchasing CDs, copying CDs, streaming music, streaming music videos, peer-to-peer file sharing, and purchased downloading. All-round users (9.9 %) use most or all acquisition modes, but at a low frequency. Traditionalist (33.7 %) typically makes no use of any of the acquisition modes except buying CDs. Streamers-downloaders (20.7 %) use several acquisition modes intensively, especially streaming (video and/or music only) and downloading (legal and illegal). Light users (35.6 %) also use multiple acquisition modes, but less frequently. We draw theoretical and practical implications, discuss limitations, and suggest ideas for future research.
Unlike companies or products, individuals possess intrinsic personal branding as a result of personality qualities, past experience and development, and communication with others—whether they know it or not. In this sense, every person already has a personal brand of some kind. The challenge is to manage that brand strategically. We offer a process for doing so, beginning with self-analysis. Then we review published sources and summarize interviews about the personal brands of 33 U.S. and European sales executives and managers, salesforce members, and professionals who sell their own services. The interviews indicate roughly equal emphasis on competence and personal qualities in creating personal brands, as well as significant interest in distinctiveness, and the respondents provide a range of examples of how personal branding pays off. This investigation leads to our basic recommendation: Follow a strategic self-branding process based on one's values and competencies, similar to the branding methods of companies and products, but with the understanding that personal branding will change as one's career advances.
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