Walking a Tightrope: The Joint Impact of Customer and Within-Firm Boundary Spanning Activities on Perceived Customer Satisfaction and Team Performance

Journal of the Academy of Marketing Science, 1-18, 2014

Posted: 13 Dec 2014

See all articles by Stefan Sleep

Stefan Sleep

University of Georgia - C. Herman and Mary Virginia Terry College of Business

Sundar G. Bharadwaj

University of Georgia--Terry School of Business; University of Georgia - C. Herman and Mary Virginia Terry College of Business

Son K. Lam

University of Georgia - Department of Marketing

Date Written: July 11, 2014

Abstract

To successfully satisfy large customers and meet financial objectives, dedicated sales teams need to manage two boundaries: a boundary within the selling firm and one with the customer organization. However, little is known about the process of managing these multiple boundaries. This study integrates job demands-resource theory with research on key account management and sales teams to examine (1) the main effect of customer boundary spanning on perceived customer satisfaction and team performance and (2) the moderating role of within-firm coordination activities at three levels: top management, cross-functional, and within-team. An empirical test of the model with data from 167 sales teams finds that the interaction between customer boundary spanning and within-firm coordination activities has opposite effects on perceived customer satisfaction and team performance outcomes. The results are robust to endogeneity and heteroskedasticity concerns.

Keywords: boundary spanning, dedicated sales teams, customer satisfaction, team performance, endogeneity

JEL Classification: C12, C21, C42, M31

Suggested Citation

Sleep, Stefan and Bharadwaj, Sundar G. and Lam, Son K., Walking a Tightrope: The Joint Impact of Customer and Within-Firm Boundary Spanning Activities on Perceived Customer Satisfaction and Team Performance (July 11, 2014). Journal of the Academy of Marketing Science, 1-18, 2014, Available at SSRN: https://ssrn.com/abstract=2537123

Stefan Sleep

University of Georgia - C. Herman and Mary Virginia Terry College of Business ( email )

Brooks Hall
Athens, GA 30602-6254
United States

Sundar G. Bharadwaj (Contact Author)

University of Georgia--Terry School of Business ( email )

105 Brooks Hall
Athens, GA 30602
United States

University of Georgia - C. Herman and Mary Virginia Terry College of Business ( email )

Brooks Hall
Athens, GA 30602-6254
United States

Son K. Lam

University of Georgia - Department of Marketing ( email )

GA
United States

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