Hostname: page-component-78c5997874-g7gxr Total loading time: 0 Render date: 2024-11-10T06:00:19.816Z Has data issue: false hasContentIssue false
  • English
  • Français

The role of the customer advocate: Contextual and task performance as advocacy participation

Published online by Cambridge University Press:  02 February 2015

Jane Galloway Seiling
Jane Galloway Seiling*
Affiliation:
Lawrence Technological University, Southfield MI, USA
Get access Rights & Permissions [Opens in a new window]

Abstract

Contextual performance in the workplace has been identified as including relational activities that maintain the broader social and psychological environment in which task performance occurs in organisations. In this conceptual writing, organisational advocacy (OA) is offered as a form of task and contextual performance that is pertinent in the 21st century, especially while serving and working with customers on a day-to-day basis. Organisational citizenship behaviour is conceptualised as a component of the contextual performance of OA. OA and customer advocacy are defined and models are provided, suggesting that what is thought, said, and done by organisational members must receive expanded attention, in this case, in dealing with internal and external customers.

Keywords

organisational advocacyorganisational citizenship behaviourcontextual performancecustomer advocacyadvocacy participation
Type
Research Article
Information
Journal of Management & Organization , Volume 14 , Issue 2 , May 2008 , pp. 127 - 140
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2008

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Argyris, C (1985) Strategy, Change, and Defensive Routines, Pitman, Boston, MA.Google Scholar
Argyris, C and Schön, D (1974) Theory in Practice, Jossey-Bass, San Francisco, CA.Google Scholar
Ashforth, B and Humphrey, RH (1993) Emotional labour in service roles: The influence of identity, Academy of Management Review, 18: 88–115.Google Scholar
Bigley, GA and Pearce, JL (1998) Straining for shared meaning in organisational science: Problems of trust and distrust, Academy of Management Review 23: 405–421.Google Scholar
Blanding, W (1991) Customer Service Operations: The complete guide, AMACOM, New York.Google Scholar
Boccotti, G (1995) It Takes Two: Managing yourself when working with bosses and other authority figures, Jossey-Bass, San Francisco, CA.Google Scholar
Bolino, MC, Turnley, WH and Bloodgood, JA (2002) Citizenship behaviour and the creation of social capital in organisations, Academy of Management Review 27: 505–522.Google Scholar
Bolman, LG and Deal, TE (1991) Reframing Organisations: Artistry, choice, and leadership, Jossey-Bass, San Francisco, CA.Google Scholar
Borman, WC and Motowidlo, SJ (1997) Task performance and contextual performance: The meaning of personnel selection research, Human Performance 10: 99–109.Google Scholar
Brion, JB (1996) Leadership of Organisations: The executives complete handbook, Part III: Integration, JAI, Greenwich, CT.Google Scholar
Brunsson, N (2000) The Irrational Organization: Irrationality as a basis for organisational action and change, Books International, Herndon, VA.Google Scholar
Burke, RJ and Cooper, CL (2002) Introduction: The new world of work, in Cooper, CL and Burke, RJ (Eds) The New World of Work, pp xi–xxi, Blackwell, Malden, MA.Google Scholar
Chen, CC, Chen, X-P and Meindl, JR (1998) How can cooperation be fostered? The cultural effects of individualism-collectivism, Academy of Management Review, 23: 295–304.Google Scholar
Culbert, SA (1996) Mind-set Management: The heart of leadership, Oxford University Press, New York.Google Scholar
Cummings, LL and Anton, RJ (1999) The logical and appreciative dimensions of accountability, in Srivasta, S and Cooperrider, DL (Eds) Appreciative Management and Leadership: The power of positive thought and action in organisations, revised edition, pp. 257–286, Williams Custom Publishing, Euclid, OH.Google Scholar
DePree, M (1989) Leadership is an Art, Bantum Doubleday Dell, New York.Google Scholar
Dovidio, JF, Piliavin, JA, Schroeder, DA and Penner, LA (2006) The Social Psychology of Prosocial Behaviour, Lawrence Erlbaum, Mahwah, NJ.Google Scholar
Fineman, S (1993) Organizations as emotional arenas, in Fineman, S (Ed.) Emotion in Organisations, pp. 9–35, Sage, London.Google Scholar
Fineman, S (2000) Emotional arenas revisited, in Fineman, S (Ed.) Emotion in Organisations, 2nd edition, pp. 2–24, Sage, London.Google Scholar
Fombrun, CJ (1996) Reputation: Realizing Value from the Corporate Image, Harvard Business School Press, Boston, MA.Google Scholar
Foster, JJ (2000) Motivation in the workplace, in Chmiel, N (Ed.) Work and organisational psychology: A European perspective, pp 302–326, Blackwell, New York.Google Scholar
Galbraith, JK (1967) The New Industrial State, Houghton, Mifflin, Boston, MA.Google Scholar
Gale, BT (1994) Managing Customer Value: Creating quality and service that customers can see, Free Press, New York.Google Scholar
Glasser, W (1984) Control Theory: A new explanation of how we control our lives, Harper and Row, New York.Google Scholar
Goffman, E (1961) Asylums, Doubleday, Garden City, NYGoogle Scholar
Gottlieb, JZ (1998) Understanding the role of organisation development practitioners, in Woodman, RW and Pasmore, WA (Eds) Research in Organisational Change and Development (Vol. 11), pp. 117–158, JAI Press, Stanford, CT.Google Scholar
Graham, JW (1989) Organisational Citizenship Behaviour: Construct redefinition, operationalization, and validation. Unpublished working paper, Loyola University of Chicago.Google Scholar
Gronstedt, A (2000) The Customer Century: Lessons from worldclass companies in integrated marketing and communications, Routledge, New York.Google Scholar
Haslam, SA (2004) Psychology in Organisations: The social identity approach, 2nd edn, Sage, Thousand Oaks, CA.Google Scholar
Hochschild, AR (1983) The Managed Heart, University of California Press, Berkeley, CA.Google Scholar
Hockey, GR (2000) Work environments and performance, in Chmiel, N (Ed.) Work and Organisational Psychology: A European perspective, pp. 204–230, Blackwell, New York.Google Scholar
Hockey, GRJ and Meijman, TF (1998) The construct of psychological fatigue: a theoretical and methodological analysis, in Proceedings of the Third International Conference on Fatigue and Transportation, Coping with the 24-hour Society, Fremantle, Australia.Google Scholar
Hockey, GRJ, Briner, RB, Tattersall, AJ and Wiethoff, M (1989) Assessing the impact of computer workload on operator stress: the role of system controllability, Ergonomics 32: 1401–1418.Google Scholar
House, RJ (1971) A path-goal theory of leader effectiveness, Administrative Science Quarterly 16: 321–338.Google Scholar
House, RJ and Mitchell, TR (1974) Path-goal theory of leadership, Journal of Contemporary Business 3: 81–97.Google Scholar
Katz, D (1964) Motivational basis of organisational behaviour, Behavioral Science 9: 131–246.Google Scholar
Katz, D and Kahn, RL (1978) The Social Psychology of Organisations (2nd ed), Wiley, New York.Google Scholar
Konovsky, MA and Pugh, SD (1994) Citizenship behaviour and social exchange, Academy of Management Journal 27: 656–669.Google Scholar
Kuran, T and Sunstein, C (1999) Availability cascades and risk regulation, Stanford Law Review 51: 683–768.Google Scholar
Morrison, EW and Phelps, CC (1999) Taking charge of work: Extrarole efforts to initiate workplace change, Academy of Management Journal 42: 403–419.Google Scholar
Motowidlo, SJ, Borman, WC and Schmidt, MJ (1997) A theory of individual differences in task and contextual performance, Human Performance 10: 71–83.Google Scholar
Motowidlo, SJ and Van Scotter, JR (1994) Evidence that task performance should be distinguished from contextual performance, Journal of Applied Psychology 79: 475–480.Google Scholar
Organ, DW (1988) Organisational Citizenship Behaviour: The good soldier syndrome, Lexington Books, Lexington, MA.Google Scholar
Organ, DW (1997) Organisational citizenship behaviour: It's construct clean-up time, Human Performance 10: 58–97.Google Scholar
Organ, D and Bateman, T (1986) Organisational Behaviour: An applied psychological approach, 3rd edn, Business Publications Inc., Plano, Texas.Google Scholar
Pine, BJ III and Gilmore, JH (1998) The Experience Economy: Work is theater and every business a state, Harvard Business School Press, Boston, MA.Google Scholar
Putnam, LL and Mumby, DK (1993) Organizations, emotion and the myth of rationality, in Fineman, S (Ed.) Emotion in Organisations, 1st Edition, pp. 36–57, Sage, London.Google Scholar
Rao, H (1998) Caveat emptor: The construction of non-profit consumer watchdog organisations, American Journal of Sociology 103: 912–961.Google Scholar
Rao, H, Davis, GF and Ward, A (2000) Embeddedness, social identity and mobility: Why firms leave NASDAQ and join the New York Stock Exchange, Administrative Science Quarterly 45: 268–295.Google Scholar
Rindova, VP, Becerra, M and Contardo, I (2004) Enacting competitive wars: Competitive activity, language games, and market consequences, Academy of Management Review 29: 670–686.Google Scholar
Rindova, VP, Williamson, IO, Petkova, AP and Sever, JM (2005) Being good or being known: An empirical examination of the dimensions, antecedents, and consequences of organisational reputation, Academy of Management Journal 48: 1033–1049.Google Scholar
Ruble, DN and Ruble, TL (1982) Sex stereotypes, in Miller, AG (Ed.) In the eye of the beholder: Contemporary issues in stereotyping, pp 181–252, Praeger, New York.Google Scholar
Salanick, GR (1995) Who gets power—and how they hold on to it: A strategic-contingency model of power, in Staw, BM (Ed.) Psychological Dimensions of Organisational Behaviour (2nd edn), pp. 284–315, Prentice Hall, Englewood Cliffs, NJ.Google Scholar
Sarbin, TR and Allen, VL (1968) Role thory, in Lindzey, G & Aronson, E, Handbook of Social Psychology 1: 488–567, Addison-Wesley, Reading, MA.Google Scholar
Schneider, B (Autumn 1980). The service organisation: Climate is crucial, Organisational Dynamics 51–65.Google Scholar
Schneider, B, Ehrhart, M, Mayer, DM, Saltz, JL and Niles-Jolly, K (2005) Understanding organisation-customer links in service settings, Academy of Management Journal 48: 1017–1032.Google Scholar
Seiling, JG (1997) The Membership Organization: Achieving top performance through the new workplace community, Davies-Black/Greenwood Publications, San Francisco, CA.Google Scholar
Seiling, JG (2001) The Meaning and Role of Organisational Advocacy: Responsibility and accountability in the workplace, Greenwood Publications, Westport, CT.Google Scholar
Senge, PM (1990) The Fifth Discipline: The art and practice of the learning organisation, Doubleday/Currency, New York.Google Scholar
Seligman, MP (1990) Planned Optimism, Knopf. New York.Google Scholar
Seligman, MP (2002) Positive psychology, positive prevention, and positive therapy, in Snyder, CR and Lopez, SJ (Eds) Handbook of Positive Psychology, pp 3–25, Oxford University Press, New York.Google Scholar
Shaw, ME and Costanzo, PR (1982) Theories of Social Psychology (2nd edn), McGraw Hill, New York.Google Scholar
Smith, CA, Organ, DW and Near, JP (1983) Organisational citizenship behaviour: Its nature and antecedents, Journal of Applied Psychology 68: 653–663.Google Scholar
Stavros, JM and Torres, CB (2005) Dynamic Relationships: Unleashing the Power of Appreciative Inquiry in Daily Living, Taos Institute Publishing, Chagrin Falls, OH.Google Scholar
Thomas, EJ and Biddle, BJ (1966) Chapter 1–4, in Biddle, BJ & Thomas, EJ, Role Theory: Concepts and Research, pp. 3–63, Kreiger Publishing, Huntington, NY.Google Scholar
Tjosvold, D (1988) Cooperation and competitive dynamics within and between organisational units, Human Relations 41: 425–436.Google Scholar
Trevino, LK and Brown, ME (2004) Managing to be ethical: Debunking five business ethics myths, Academy of Management Executive 18: 69–81.Google Scholar
Van Dyne, L, Graham, JW and Dienesch, RM (1994) Organisational citizenship behaviour: Construct redefinition, measurement, and validation, Academy of Management Journal 37: 765–802.Google Scholar
Vroom, VH (1964) Work and Motivation, Wiley, New York.Google Scholar
Wang, H, Law, KS, Hackett, RD, Wang, D and Chen, ZS (2005) Leader-member exchange as a mediator of the relationship between transformational leadership and follower's performance and organisational citizenship behaviour, Academy of Management Journal 48: 420–432.Google Scholar
Wiley, JW (1996) Linking survey results to customer satisfaction and business performance, in Kraut, AI (Ed.) Organisational surveys: Tools for assessment and change, pp. 330–359, Jossey-Bass, San Francisco.Google Scholar
Zemke, R with Schaaf, D (1989) The Service Edge: 101 companies that profit from customer care, NAL Books, New York.Google Scholar