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Based on the conservation of resource theory and the affective events theory, the study aims to explore the role of workplace incivility in predicting work engagement through emotional exhaustion and how psychological capital moderates this relationship.

Using the questionnaire survey with a sample of 278 restaurant employees in Ghana and through process macro analysis, the hypotheses were tested.

The results depict the mediating role of emotional exhaustion on the workplace incivility–engagement relationship. Also, the level of an individual’s psychological capital buffers the impact of workplace incivility on engagement through emotional exhaustion. When psychological capital is high, the negative effect of workplace incivility on work engagement through emotional exhaustion weakens.

The findings suggest that organizations, particularly those in developing economies in Africa, can derive immense benefit from giving psychological capital training to employees to help buffer the effects of incivility on engagement through emotional exhaustion.

With a focus on a developing economy in Africa, to the best of the author’s knowledge, this study is novel in exploring the mediating and moderating mechanisms of the incivility–engagement relationship.

Prior research has proposed a number of scales measuring the customer experience (CX), which tend to conceptualize and operationalize CX differently, raising potential confusion among researchers (e.g. regarding which scale to use). Addressing this issue, this article conducts a systematic review to inventorize key CX scales and assess their theoretical rigor, with a focus on the identification of potential scale-related drawbacks or risks.

Drawing on the Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) approach, 104 CX scale development studies published between 1996 and 2024 are identified and analyzed in terms of their respective CX conceptualization, dimensionality, itemization, and adopted theoretical perspective to evaluate their theoretical rigor.

The findings reveal the existence of five main risks associated with the adoption of specific CX or related scales, including (1) defining experience with explicit reference to other extant constructs, (2) failure to accurately and comprehensively capture the experience, (3) experience-based tautology and theoretical indeterminacy, (4) experience-based composite constructs, and (5) lacking robustness of experience-based conceptual models. Based on these observations, recommendations are offered for scholars to improve the rigor of their adopted, refined, or proposed CX or related scales.

This article assesses the benefits and potential risks inherent in the adoption of particular CX scales, equipping researchers with a CX roadmap.

This study intends to (1) systematically review methodological, theoretical and empirical aspects of dynamic capabilities (DCs) research in international marketing; (2) identify problematic areas and gaps in the reviewed literature and (c) provide directions to address problematic aspects and fill the gaps in future research.

The study applies a systematic literature review methodology and covers 97 articles published between 2001 and 2022 in peer-reviewed journals ranked 2, 3, 4 and 4* in the Academic Journal Guide 2021.

The content analysis shows that (1) methodologically, the literature is dominated by single-country studies conducted mostly in Asia and Europe on a cross-section of industries, mostly adopting survey-based approaches with a cross-sectional time emphasis; (2) theoretically, dynamic capabilities view is mainly accompanied by resource-based view, followed by institutional-, organizational learning- and internationalization theories; and (3) according to the nomological network, DCs are predicted by firm-characteristics, factors related to networks/relationship/partnerships and managerial characteristics, while they act as predictors of performance-related, strategy-related and operational change and renewal-specific outcomes. Several problematic aspects and gaps for each part of the review are diagnosed.

The authors provide a comprehensive assessment of current knowledge on methodological, theoretical and empirical aspects of the relevant literature, map a nomological network of variables surrounding DCs in international marketing research and offer future research directions capitalizing on the problems and gaps identified in the review.

Drawing on the conservation of resources theory, this study aims to identify the mediating effects of depersonalization and resilience on the relationship between customer incivility and organizational citizenship behavior (OCB). It further posits that these indirect effects vary depending on the caring climate and achievement orientation.

A field survey among 622 service employees (Study 1) and a three-wave field survey of 315 service employees and their managers (Study 2) from various service organizations were conducted.

This study confirms that depersonalization operates as a negative mediator in the relationship between customer incivility and OCB. Simultaneously, resilience emerges as a positive mediator, underscoring the contrasting pathways through which customer incivility affects OCB. Furthermore, a caring climate plays a pivotal role in mitigating the detrimental impact of depersonalization on OCB and weakening the positive impact of resilience on OCB. Additionally, this study identifies achievement orientation as a significant moderator between customer incivility and resilience.

This study advances theoretical foundations by investigating depersonalization and resilience as critical mediators in the intricate relationship between customer incivility and OCB. It goes beyond the conventional understanding of customer incivility’s impact by shedding light on the dual roles of a caring climate, demonstrating its potential to alleviate both positive and negative consequences of customer incivility. Moreover, its identification of achievement orientation as a moderator adds a novel dimension to the discourse, emphasizing the need for tailored strategies to harness employee resilience in the face of customer incivility.