- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
This research examines how managers act as a boundary spanner in two types of boundary-spanning relationships and how their boundary-spanning activities provide support for customer value creation in service networks. Using an embedded case design in three shopping centers, the results from interviews with retail store managers and shopping center managers indicate that store managers span boundaries between both the parent organization and the shopping center and between the shopping center and customers. Analysis reveals six types of boundaryspanning activities. Four serve to represent the organization (service delivery, coordination, guarding, and external communication), while two are informational in nature (outbound information collection and relay, and inbound information collection and relay). This research highlights the wide range of activities a manager can undertake to improve the competitiveness of a company and service network by enhancing customer value.
5.1. Theoretical implications This paper examines the boundary spanning of store managers within service networks, which this study operationalizes as shopping centers. The study extends the boundary-spanning debate beyond the dyadic retailer – customer perspective that is typical in the retail marketing literature (e.g. Bettencourt & Brown, 2003; Bettencourt et al., 2005) by investigating the boundary spanning that store managers undertake between the parent retail organization and the shopping center of which the store is part, as well as between the shopping center and the store's customers. The results provide substantial empirical support for each of these boundary-spanning relationships and reveal their importance to service networks. Both relationship types include significant evidence of representational and informational boundary-spanning behaviors. Further analysis of representational boundary-spanning activities reveals four types of activities: service delivery, coordination, guarding, and external communication. This research is the first to reveal and characterize the significant boundary-spanning roles of managers within a service network such as a shopping center. Through their representational activities store managers are customer relations ambassadors for both their parent organization and the shopping center. The informational boundary-span.