TY - JOUR
T1 - Linking Employee Confidence to Performance
T2 - A Study of Self-managing Service Teams
AU - de Jong, Ad
AU - de Ruyter, Ko
AU - Wetzels, Martin
PY - 2006
Y1 - 2006
N2 - The increasing implementation of self-managing teams (SMTs) in service delivery suggests the importance of developing confidence beliefs about a team's collective competence. This research examined causality in the linkage between employee confidence beliefs and performance for boundary-spanning SMTs delivering financial services. The authors distinguish between task-specific (i.e., team efficacy) and generalized (i.e., group potency) employee confidence, as well as between customer-based (i.e., customer-perceived service quality) and financial (i.e., service revenues) performance. They analyzed employee and customer survey data as well as financial performance data from 51 SMTs at two points in time using lagged analyses. The findings reveal divergent results for team efficacy and group potency, suggesting that team efficacy has reciprocal, causal relationships with service revenues and customerperceived service quality. In contrast, group potency has no causal relationship with service revenues. Finally, customer-perceived service quality predicts group potency, whereas no evidence for the reverse effect is provided.
AB - The increasing implementation of self-managing teams (SMTs) in service delivery suggests the importance of developing confidence beliefs about a team's collective competence. This research examined causality in the linkage between employee confidence beliefs and performance for boundary-spanning SMTs delivering financial services. The authors distinguish between task-specific (i.e., team efficacy) and generalized (i.e., group potency) employee confidence, as well as between customer-based (i.e., customer-perceived service quality) and financial (i.e., service revenues) performance. They analyzed employee and customer survey data as well as financial performance data from 51 SMTs at two points in time using lagged analyses. The findings reveal divergent results for team efficacy and group potency, suggesting that team efficacy has reciprocal, causal relationships with service revenues and customerperceived service quality. In contrast, group potency has no causal relationship with service revenues. Finally, customer-perceived service quality predicts group potency, whereas no evidence for the reverse effect is provided.
KW - Self-managing service teams
KW - Team efficacy
KW - Group potency
KW - Seemingly unrelated regressions
KW - SUR
KW - Self-managing service teams
KW - Team efficacy
KW - Group potency
KW - Seemingly unrelated regressions
KW - SUR
U2 - 10.1177/0092070306287126
DO - 10.1177/0092070306287126
M3 - Review article
AN - SCOPUS:33748446454
SN - 0092-0703
VL - 34
SP - 576
EP - 587
JO - Journal of the Academy of Marketing Science
JF - Journal of the Academy of Marketing Science
IS - 4
ER -