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Some services require employees to strictly follow a script, whereas others use scripts more flexibly, if at all. Extant research regarding service scripts in the domain of service operations has mainly addressed the topic from more of a process view as a control mechanism for the encounter but minimal research has examined customer perceptions of scripted service. The authors examine a pivotal first question, which is if customers can detect different approaches to script use. To answer the question, the authors conducted a video experiment of face-to-face service encounters in the hospitality industry. The results indicate that customers can detect degrees of script use across both standardized and customized encounter types. This work serves as initial empirical evidence that customers are indeed capable of detecting subtleties in scripting approaches in different service situations and supports that script level is an important service design construct for research. Furthermore, the authors highlight the use of a video experiment as an innovative methodology for assessing customer perceptions of intangible aspects to services in a realistic setting. One implication of this study is that managers need to assess the impact that different script levels have on customer perceptions of various service performance measures. 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Anchored in the service-dominant logic and service innovation literature, this study investigates the drivers of employee generation of ideas for service improvement (GISI). Employee GISI focuses on customer needs and providing the exact service wanted by customers. GISI should enhance competitive advantage and organizational success (cf. Berry et al. 2006; Wang and Netemeyer 2004). Despite its importance, there is little research on the idea generation stage of the service development process (Chai, Zhang, and Tan 2005). This study contributes to the service field by providing the first empirical evaluation of the drivers of GISI. It also investigates a new explanatory determinant of reading of customer needs, namely, perceived organizational support (POS), and an outcome of POS, in the form of emotional exhaustion. Results show that the major driver of GISI is reading of customer needs by employees followed by affective organizational commitment and job satisfaction. This research provides several new and important insights for service management practice by suggesting that special care should be put into selecting and recruiting employees who have the ability to read customer needs. 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Applying a job demands-resources lens, we advance a model that explores service-sales ambidexterity at the individual level. Polynomial regression and response surface analysis are used to assess how varying levels of customer and selling orientation relate to FLE outcomes. Our findings indicate that commitment to service quality and sales performance are highest when employees are singularly focused on one or the other. However, when required to be ambidextrous—that is, when employees must maintain a dual focus—these outcomes begin to suffer as employees are unclear of their role in the organization. While ambidextrous employees experience role conflict, they are also more likely to use creativity in their selling activities. These positive and negative consequences of ambidexterity underscore both the potential risks and rewards of a dual orientation on the front line. \u003C\u002Fjats:p>",{"EN":2279},"Is There a Dark Side of Ambidexterity? 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many firms are increasing salespeople’s service expectations alongside selling responsibilities, evidence suggests this strategy is difficult to implement. Yet research addressing this challenge for dual-role sales forces is limited. Utilizing matched, dyadic (salesperson-customer) data from business-to-business (B2B) selling firms across industries, we investigate the drivers and value-creation impact of salespeople tasked with performing sales and service activities—termed sales- service ambidextrous (SSA) behaviors. Given the importance of job fit in professional selling, we build from trait activation theory to identify salespeople’s preference for switching between multiple tasks within the same time period (i.e., polychronicity) as a key driver critical for enacting SSA behavior. Further, we illustrate contexts (i.e., task, social, and organizational) impacting the extent polychronic salespeople perform SSA behaviors. We also provide evidence that ambidextrous salespeople create increased value to customers through customers’ willingness to pay a price premium. Together, these findings help illustrate the practical considerations sales leaders should consider before initiating a dual-role sales force approach.\u003C\u002Fjats:p>",{"EN":2587},"The Ambidextrous Sales Force: Aligning Salesperson Polychronicity and Selling Contexts for Sales-Service Behaviors and Customer Value",{"VOID":2589},"10.1177\u002F1094670519883344",[132],"http:\u002F\u002Fjournals.sagepub.com\u002Fdoi\u002F10.1177\u002F1094670519883344",[2593,2614,2632],{"id":2594,"sortIndex":25,"researcher":24,"roles":2595,"affiliations":2596,"properties":2607},"e3ed122c-0e62-4465-830a-dd091d483189",[],[2597],{"id":2598,"sortIndex":25,"affiliation":2599,"properties":24},"e2902189-83b7-4ed9-a58e-c9bb202e54c9",{"id":2600,"createTime":2601,"updateTime":2601,"relativeEntities":2602,"slug":2603,"properties":2604,"entityType":61,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"syncStatus":23,"languages":24,"translateLanguages":24,"viewCount":25},"289f33e7-df81-46f6-82c5-78637c2f638b","2024-08-30T12:32:32.169+00:00",[],"College-of-Business-Clemson-University-SC-USA",{"title":2605},{"EN":2606},"College of Business, Clemson University, SC, USA",{"openalex":2608,"orcid":2610,"title":2612},{"VOID":2609},"A5060942165",{"VOID":2611},"https:\u002F\u002Forcid.org\u002F0000-0002-7991-7975",{"EN":2613},"Ryan Mullins",{"id":2615,"sortIndex":202,"researcher":24,"roles":2616,"affiliations":2617,"properties":2627},"4ba2b5f8-ad60-4e24-bb0c-e7cdbe1184a1",[],[2618],{"id":2619,"sortIndex":25,"affiliation":2620,"properties":24},"ae53d4d3-adff-41dc-b55c-75c52504e2cc",{"id":2621,"createTime":2314,"updateTime":2314,"relativeEntities":2622,"slug":2623,"properties":2624,"entityType":61,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"syncStatus":23,"languages":24,"translateLanguages":24,"viewCount":25},"539f6b70-76a4-4a54-b7e0-18862e63232e",[],"Neely-School-of-Business-Texas-Christian-University-Fort-Worth-TX-USA",{"title":2625},{"EN":2626},"Neely School of Business, Texas Christian University, Fort Worth, TX, USA",{"openalex":2628,"title":2630},{"VOID":2629},"A5082964692",{"EN":2631},"Zachary R. 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A., 2016, Harvard Business Review",{},{"id":2918,"createTime":2919,"updateTime":2919,"relativeEntities":2920,"slug":2921,"properties":2922,"entityType":127,"verifyStatus":128,"verifyTime":2919,"verifyNote":130,"syncStatus":23,"languages":2934,"translateLanguages":24,"viewCount":25,"primaryUrl":2935,"fullTextUrl":24,"authors":2936,"publicationType":220,"publisherRelationship":2991,"citationCount":3022,"citationInfo":3023,"publishDate":3025,"publishYear":3026,"citationAnalyzeStatus":23,"lastCitationAnalyze":24,"indexDatabases":24,"openAccess":24,"references":3027,"isForceReanalyzing":405},"959fdb80-6dc4-4f11-bc47-ae2763971475","2024-08-30T12:32:28.694+00:00",[],"The-Role-of-Frontline-Employees-Competitive-Intelligence-and-Intraorganizational-Social-Capital-in-Driving-Customer-Outcomes",{"mag":2923,"keywords":2925,"openalex":2926,"abstract":2928,"title":2930,"doi":2932},{"VOID":2924},"3091602332",{},{"VOID":2927},"W3091602332",{"EN":2929},"\u003Cjats:p> Grounded in social capital theory, this study explores the influence of intraorganizational social capital on frontline employees’ (FLEs) competitive intelligence activities and the subsequent effects of engaging in competitive intelligence on their information communication behavior and relational customer outcomes. We empirically test the hypothesized relationships using multisource, multi-industry data collected from business-to-business (B2B) FLEs and their customers. The results indicate that bridging social capital directly relates to FLEs’ competitive intelligence activities, while bonding social capital functions as a positive moderator of this relationship. Job autonomy also positively moderates the relationship between bridging social capital and competitive intelligence. Results further indicate that FLEs’ competitive intelligence directly and positively relates to customers’ perception of information communication, which positively influences customer loyalty and engagement behavior. These results indicate that the firms’ cultivation of social capital can improve the capability of their FLEs to provide information-based service to industrial customers. \u003C\u002Fjats:p>",{"EN":2931},"The Role of Frontline Employees’ Competitive Intelligence and Intraorganizational Social Capital in Driving Customer 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