This study aims to investigate how preservice teachers’ stages of concern, beliefs, confidence and interest in AI literacy education evolve as they deepen their understanding of…
Abstract
Purpose
This study aims to investigate how preservice teachers’ stages of concern, beliefs, confidence and interest in AI literacy education evolve as they deepen their understanding of AI concepts and AI literacy education.
Design/methodology/approach
AI literacy lessons were integrated into a technology integration course for preservice teachers, and the impacts of the lessons were evaluated through a mixed-methods study. The Concerns-Based Adoption Model was employed as the analytical framework to explore participants’ specific concerns related to AI.
Findings
Findings revealed that participants initially lacked AI knowledge and awareness. However, targeted AI literacy education enhanced preservice teachers’ awareness and confidence in teaching AI. While acknowledging AI’s educational benefits, participants expressed ongoing concerns after AI literacy lessons, such as fears of teacher displacement and the potential adverse effects of incorporating generative AI on students’ critical learning skills development.
Originality/value
Despite the importance of providing preservice teachers with AI literacy skills and knowledge, research in this domain remains scarce. This study fills this gap by enhancing the AI-related knowledge and skills of future educators, while also identifying their specific concerns regarding the integration of AI into their future classrooms. The findings of this study offer valuable insights and guidelines for teacher educators to incorporate AI literacy education into teacher training programs.
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Luri Lee and Won-Moo Hur
Corporate hypocrisy occurs when a discrepancy exists between corporate talk and actions. As companies assume more extensive economic, societal and global roles, they are more…
Abstract
Purpose
Corporate hypocrisy occurs when a discrepancy exists between corporate talk and actions. As companies assume more extensive economic, societal and global roles, they are more likely to encounter situations in which their words and actions are inconsistent. Therefore, a company’s ability to cope with such situations is becoming increasingly important. This study aims to examine the negative effects of corporate hypocrisy on corporate reputation. First, it reveals the underlying mechanisms by presenting corporate trust and affective commitment as parallel mediators. Additionally, it explores how corporate social responsibility (CSR) perceptions mitigate the indirect effects of corporate hypocrisy.
Design/methodology/approach
Data were collected through an online survey conducted at two time points in the context of Korean retail banking companies. A total of 313 respondents participated in a two-wave online survey using a multistage sampling technique to ensure a representative population sample. This study used the Mplus-based Hayes’ PROCESS Macro to test the research hypotheses.
Findings
The results show that corporate hypocrisy negatively affects corporate reputation by impeding customers’ corporate trust and affective commitment. These negative indirect effects are mitigated when customers’ perceptions of CSR are high.
Originality/value
By establishing a parallel moderated mediation model that captures the impact of corporate hypocrisy. To the best of the authors’ knowledge, this study presents important academic and managerial implications that have not been provided in the literature.
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Customer co-creation behaviors significantly affect a firm's performance and sustainable growth. This study tested the mediating role of corporate reputation in the relationship…
Abstract
Purpose
Customer co-creation behaviors significantly affect a firm's performance and sustainable growth. This study tested the mediating role of corporate reputation in the relationship between corporate hypocrisy and two types of customer co-creation behaviors: customer citizenship behavior and customer participation behavior. The study also investigated the moderating effect of self-corporate brand connection on the corporate hypocrisy–corporate reputation relationship and the indirect relationship between corporate hypocrisy and customer co-creation behavior through corporate reputation.
Design/methodology/approach
The authors conducted a two-wave research survey with 346 Korean bank customers and tested our hypotheses using PROCESS Macro.
Findings
Corporate reputation mediated the relationship between corporate hypocrisy and customer citizenship/participant behavior. The negative effect of corporate hypocrisy on corporate reputation was more pronounced when self-corporate brand connection was high. Self-corporate brand connection further moderated the indirect effect of corporate hypocrisy on customer citizenship/participant behavior through corporate reputation.
Originality/value
The results clearly explain how corporate hypocrisy affects customer co-creation behavior. This study advances corporate hypocrisy and corporate reputation research by proposing and verifying a moderated mediation model.
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Tae Won Moon, Won-Moo Hur and Yong Jun Choi
Previous research has focused mainly on the antecedents and consequences of service employees’ emotional labor during the enactment of service roles, with little attention having…
Abstract
Purpose
Previous research has focused mainly on the antecedents and consequences of service employees’ emotional labor during the enactment of service roles, with little attention having been paid to how perceptions of leaders’ emotional labor are related to followers’ job outcomes. The purpose of this paper is to propose a model in which followers’ perceptions of the uses of emotional labor by leaders toward customers influence followers’ job performance in their service encounters.
Design/methodology/approach
Working with a sample of 268 medical service employees in South Korea, structural equation modeling was employed to test the research hypotheses.
Findings
The results indicate that perceptions of leaders’ deep acting toward customers are positively related to followers’ perceptions of authentic leadership. Second, followers’ perceptions of authentic leadership are positively associated with their identification with and trust in their leaders. Finally, followers’ identification with and trust in their leaders is positively related to their job performance.
Research limitations/implications
The research shows that leaders’ use of deep acting toward customers has a positive effect on followers’ job outcomes. Thus, service firms should consider training programs, mindfulness and policy changes regarding display rules at the organizational level so that service employees are encouraged to use deep acting with customers by empathizing with the customers’ needs, while regulating their inner feelings.
Originality/value
The current study broadens the conceptual work and empirical studies in the emotional labor literature related to the service sector by presenting a fundamental mechanism for the effect of perceptions of leaders’ use of emotional labor toward customers on service employees’ job performance. This study is the first to provide an empirical test of how leaders’ emotional labor is related to followers’ job performance.
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Won-Moo Hur, Hyewon Park and June-ho Chung
This study investigates how organizational control systems induce emotional labor in frontline service employees (FLEs). Drawing on the stimulus–organism–response (S-O-R) theory…
Abstract
Purpose
This study investigates how organizational control systems induce emotional labor in frontline service employees (FLEs). Drawing on the stimulus–organism–response (S-O-R) theory, we hypothesized that two control systems, an outcome-based control system (OBCS) and a behavior-based control system (BBCS), trigger work engagement rather than organizational dehumanization in FLEs, leading them to choose deep acting rather than surface acting as an emotional labor strategy.
Design/methodology/approach
This study employed three-wave online surveys conducted 3–4 months apart to assess the time-lagged effects of S-O-R. We measured OBCS, BBCS (stimuli) and control variables at Time 1 (T1); work engagement and organizational dehumanization (organisms) at Time 2 (T2) and emotional labor strategies (responses) at Time 3 (T3). A total of 218 employees completed the T1, T2 and T3 surveys.
Findings
OBCS increased work engagement, leading to increased deep acting. BBCS enhanced organizational dehumanization, leading to increased surface acting. Post-hoc analysis confirmed that the indirect effect of OBCS on deep acting through work engagement and the mediation effect of BBCS on surface acting through organizational dehumanization were statistically significant.
Originality/value
This study collected three-wave data to reveal how organizational control systems affect FLEs’ emotional labor in the S-O-R framework. It illustrated how organizations induce FLEs to perform effective emotional strategies by investigating the effects of organizational control systems on their internal states.
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Yuhyung Shin, Won-Moo Hur and Tae Won Moon
This study aims to test the mediating effect of cross-selling behavior (CSB) on the relationship between sales manager feedback (i.e. output and behavioral) and sales performance…
Abstract
Purpose
This study aims to test the mediating effect of cross-selling behavior (CSB) on the relationship between sales manager feedback (i.e. output and behavioral) and sales performance, and the moderating effect of emotional labor (i.e. deep and surface acting) on this relationship.
Design/methodology/approach
The authors used two-wave multisource data: survey and objective sales performance (sales revenue) data collected from 300 door-to-door salespeople working at a South Korean cosmetics company.
Findings
The relationship between output feedback and sales performance was mediated by CSB. In addition, the positive relationship between output feedback and CSB was weakened by deep and surface acting, whereas that between behavioral feedback and CSB was strengthened by deep acting. Specifically, behavioral feedback had a positive relationship with CSB when salespeople engaged in a high level of deep acting. This relationship was not significant for low and medium levels of deep acting. The authors’ supplementary analyses indicated no significant three-way interaction effect between output feedback, behavioral feedback and emotional labor on CSB.
Research limitations/implications
Data collection from door-to-door salespeople in a single cosmetics company undermines the generalizability of the present findings.
Practical implications
By exploring the boundary conditions that strengthen or weaken the effectiveness of manager feedback, this study provides insights into how the two types of manager feedback can be effectively used to promote CSB and sales performance.
Originality/value
This study offers a nuanced understanding of the relative roles of output and behavioral feedback in CSB and the differential moderating effects of emotional labor on the two types of manager feedback.
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Hansol Hwang, Won-Moo Hur, Yuhyung Shin and Youngjin Kim
Due to volatile changes and crises in the business environment, frontline service employees (FSEs) are faced with increasing work stressors in the new service marketplace. Of…
Abstract
Purpose
Due to volatile changes and crises in the business environment, frontline service employees (FSEs) are faced with increasing work stressors in the new service marketplace. Of these, customer incivility has been found to negatively affect their work outcomes. This study aims to examine the moderating effect of experiencing an imminent environmental crisis (i.e. the COVID-19 pandemic) on the relationship between customer incivility, work engagement and job crafting, using pre- and postpandemic samples.
Design/methodology/approach
The authors administered two-wave surveys to 276 FSEs (prepandemic sample) in July and October 2019 and to 301 FSEs (postpandemic sample) in March and April 2020.
Findings
Moderation analyses showed that the relationship between customer incivility, work engagement and job crafting varied between FSEs who experienced the pandemic and those who did not; the relationship was stronger for the postpandemic than the prepandemic sample. There was a positive relationship between work engagement and job crafting; it was weaker for the postpandemic sample.
Research limitations/implications
The deleterious effect of customer incivility exacerbated after the onset of the COVID-19 pandemic; however, the authors did not explore why the pandemic aggravated the negative effect. The mechanism underlying the moderating effect of the pandemic and the effect of more diverse types of incivility should be explored in future research.
Practical implications
It is critical to provide FSEs with instrumental and emotional support to cope with the crisis brought on by the pandemic. Service organizations must monitor customers’ uncivil behaviors to identify their causes and develop interventions to improve service quality. Furthermore, service organizations are advised to enhance the coping capabilities of FSEs by using diverse interventions, such as emotion regulation training, debriefing sessions, short breaks and job crafting.
Originality/value
To the best of the authors’ knowledge, this study is the first to reveal the moderating effect of the pandemic on the relationships between customer incivility, work engagement and job crafting, using pre- and postpandemic samples. This study offers necessary insights to improve FSEs’ engagement at work and enhance their job crafting in the new service marketplace.
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Won-Moo Hur, Yuhyung Shin and Hansol Hwang
This study aims to explore how and when managers' job crafting contributes to their service performance. The first objective of the research was to assess the mediating…
Abstract
Purpose
This study aims to explore how and when managers' job crafting contributes to their service performance. The first objective of the research was to assess the mediating relationship between franchised restaurant managers' job crafting, work engagement and service performance. Its second objective was to examine the moderating effect of organizational control systems on the job crafting–work engagement relationship.
Design/methodology/approach
The authors administered paper-and-pencil surveys to 235 franchised restaurant managers in South Korea. The authors tested their hypotheses via Process 3.5 macro and bootstrapping.
Findings
The results confirmed the mediating effect of work engagement on the relationship between job crafting and work engagement. Furthermore, this relationship was more pronounced when the headquarters used a high level of outcome-based control systems and a low level of behavior-based control systems.
Originality/value
Distinct from studies that have examined service employees' job crafting, this study uncovers the role of managerial job crafting in service performance. The findings contribute to service theory and practice by providing novel insights into the interplay between managerial job crafting and organizational control systems.
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Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American…
Abstract
Man has been seeking an ideal existence for a very long time. In this existence, justice, love, and peace are no longer words, but actual experiences. How ever, with the American preemptive invasion and occupation of Afghanistan and Iraq and the subsequent prisoner abuse, such an existence seems to be farther and farther away from reality. The purpose of this work is to stop this dangerous trend by promoting justice, love, and peace through a change of the paradigm that is inconsistent with justice, love, and peace. The strong paradigm that created the strong nation like the U.S. and the strong man like George W. Bush have been the culprit, rather than the contributor, of the above three universal ideals. Thus, rather than justice, love, and peace, the strong paradigm resulted in in justice, hatred, and violence. In order to remove these three and related evils, what the world needs in the beginning of the third millenium is the weak paradigm. Through the acceptance of the latter paradigm, the golden mean or middle paradigm can be formulated, which is a synergy of the weak and the strong paradigm. In order to understand properly the meaning of these paradigms, however, some digression appears necessary.
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The purpose of this study was to investigate the effect of perceived corporate hypocrisy on customer mistreatment behaviors within the banking industry and the moderating effects…
Abstract
Purpose
The purpose of this study was to investigate the effect of perceived corporate hypocrisy on customer mistreatment behaviors within the banking industry and the moderating effects of customer–company identification (CCI) and brand equity on the hypocrisy-mistreatment behavior relationship.
Design/methodology/approach
Using multistage sampling, 567 South Korean banking service users participated in an online survey. Structural equation modeling (confirmatory factor analysis) and hierarchical regression analysis were used to analyze the data.
Findings
Perceived corporate hypocrisy was positively related to customer mistreatment behaviors. CCI and brand equity differentially moderated the positive relationship between perceived corporate hypocrisy and customer mistreatment behaviors. Specifically, CCI and brand equity strengthened and weakened the positive relationship between perceived corporate hypocrisy and customer mistreatment behaviors, respectively.
Practical implications
Marketers and banking service managers should pay careful attention to customer evaluations of their social activities and communication about the ethical values and actions of their firms. Since CCI and brand equity have contrasting moderating effects on the corporate hypocrisy-aggressive behavior relationship, marketers should devise different strategies to manage the adverse effects of such corporate crises on company-identified and brand-committed customers. For example, managers should focus on customers who actively express their deep sense of disappointment or profound anger in response to corporate hypocrisy (e.g. those with high levels of CCI) because they are likely to exhibit aggressive behaviors toward the company or its employees. Managers need to devise customized relationship-recovery strategies for such customers (e.g. forging a personal connection between the customer and service provider).
Originality/value
The present findings delineate the adverse effects of perceived corporate hypocrisy on customer behaviors and the moderating effect of customer relationship quality on the corporate hypocrisy-mistreatment behavior relationship within the banking industry.