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Service providers increasingly use conversational agents (CAs), such as chatbots, to effectively communicate with customers while managing interaction costs and providing round-the-clock customer service. Yet, the adoption and implementation of such agents in service contexts remains a hit-and-miss, and firms often struggle to balance their CAs implementation complexities and costs with relation to their service objectives, technology design and customer experiences. The purpose of this paper is to provide guidance on optimizing CA design, therefore, the authors develop a conceptual framework, TRISEC, that integrates service logic, technology design and customer experience to examine the implementation of CA solutions in search, experience and credence (SEC) contexts.

The paper draws on service marketing and communications research, combining the service context classification scheme of search, experience and credence and the technology infused service marketing triangle foci (service, technology and customer) in its conceptual development.

The authors find that an opportunity exists in recognizing the importance of context when designing CAs and aiming to achieve a balance between service objectives, technology design and customer experiences.

This study contributes to service management and communications research literature by providing interactive service marketing researchers with the highly generalizable TRISEC framework to aid in optimizing CA design and implementation in interactive customer communication technologies. Furthermore, the study provides an array of future research avenues. From a practical perspective, this study aims at providing managers with a means to optimize CA technology design while maintaining a balance between customer centricity and implementation complexity and costs in different service contexts.

The purpose of this paper is to investigate the microfoundations of customer knowledge acquisition during logistics innovation development. Specifically, the authors explore the activities and behaviors of employees with customer contact (i.e. boundary-spanning employees (BSEs)) to deepen and broaden their knowledge about customers for the development of innovations.

Qualitative research based on multiple semi-structured interviews with BSEs of six logistics service providers was conducted to explore the deepening and broadening of customer knowledge during innovation development. Data were analyzed for similarities and differences in BSEs’ knowledge acquisition and their interactions with customers across six innovations.

Results show that BSEs engage sequentially in deepening and broadening customer knowledge throughout the logistics innovation development process. Yet, the specific sequence depends on the type of innovation developed (customized vs standardized). Customer knowledge tends to be deepened in one-on-one interactions, while knowledge tends to be broadened in interactions with numerous and diverse customer firm members.

In general, this paper contributes to the understanding of the individuals’ behaviors underlying organization-level phenomena, such as logistics service providers’ customer knowledge acquisition.

Findings illustrate that BSEs are well advised to concentrate on either deepening or broadening their customer knowledge in a single stage of the logistics innovation development process but switch between these two knowledge acquisition approaches from stage-to-stage to leverage customer interaction.

By investigating firms’ customer knowledge acquisition at the individual level, this paper addresses the calls in the literature for more research into the microfoundations of organizational phenomena.

Mobile service innovations are crucial for the long‐term success of companies operating in turbulent and uncertain environments. These innovations need to be introduced at a rapid pace while at the same time companies have to absorb market information during the new mobile service development. Hence, the purpose of this paper is to construct a conceptual framework on the critical antecedents of project learning and time‐to‐market during new mobile service development. An extensive case study research involving four innovation projects was performed in a leading Dutch telecommunications company. With respect to project learning, our research findings indicate the crucial influence of a flexible decision architecture, project team memory, a high information awareness and a good fit between information requirements and capabilities. Both innovative and coordinative communication are required throughout the service innovation process. With regard to time‐to‐market, our research results point to the essential impact of project complexity, top management support, information power of suppliers and technological synergy. Finally, a medium level of project learning is the ideal condition for a fast time‐to‐market during mobile service innovation.

Business and academia alike have become aware of the crucial role of customer‐to‐customer interactions. Facilitated by the increasing customer connectedness through online media possibilities, companies need to understand how customers influence each other and how to manage these customer interactions. The purpose of this paper is to conceptualize an expanded model of customer‐driven influence (CDI) that presents an overview of the influence process and its determinants. The model covers important issues, such as deliberate versus unintentional sender actions, verbal and non‐verbal communication, and reflective and impulsive receiver reactions.

This article is the result of the first Thought Leadership Conference on Service Marketing, held in Nijmegen, The Netherlands, June 2012.

The model shows the importance of considering goal theory in studying customer‐driven influence. Both sender and receiver can act and react in deliberate and unintentional ways. The mechanisms for customer‐driven influence are then contingent upon which particular goal (combination) is activated. Message reception is either verbal or non‐verbal. Furthermore, the receiver can react either by reflective processing or by impulsive processing leading to liking a particular product or wanting the product (respectively). Accordingly, the receiver builds behavioral intentions of purchasing and further talking about the particular product.

This paper synthesizes insights from the extant literature on word‐of‐mouth, social influence, and dual processing of information to develop a comprehensive model customer‐driven influence. The authors' framework is embedded in goal system theory, as it addresses fundamental self‐regulatory issues, such as the impact of implicit goal activation and essential contextual factors on preference formation and choice.

The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is organizational ambidexterity, that is, the ability to pursue simultaneously the exploitation of existing capabilities and the exploration of new opportunities. It has an impact on the way of working, and consequently, organizations need to reevaluate their talent strategies. With this conceptual contribution, we first provide a fresh view on talent and talent management (TM) by suggesting an ambidextrous TM approach, including novel TM practices that have been rather neglected in the so far dominant traditional TM approach. It centers on the system-controlling element of an ambidextrous mindset. Second, in a theory-based framework, we explain how dynamic TM capabilities (hybrid, dual, and ambidextrous TM), which represent processes for deploying, developing, and shaping talent, can contribute to gaining competitive advantages in various ambidextrous structures reflecting the complexity and dynamism of and within human resource (HR) ecosystems. The authors advance the under-researched process perspective on TM by using the lenses of the HR ecosystems discussion, insights from a dynamic view on the person–environment fit, and dynamic capabilities. The authors conclude with a broad agenda for future research in TM in dynamic environments.

The purpose of this paper is to explore the influence of knowledge management capability (KMC) and customer knowledge gaps (CKG) on corporate performance, as well as proposing concrete suggestions for filling CKG and enhancing corporate performance.

In order to explore on KMC, CKG, and corporate performance, the questionnaire and partial least square (PLS) techniques were used.

The results showed that KMC is the major factor for enhancing corporate performance, and suggested CKG to be a significant intervening factor between KMC and corporate performance.

This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings.

Firms should apply their KMC to gather knowledge for, from and about customers to decrease CKG and enhance their relationship with customers as well as improve corporate performance.

Developing a method by which to apply KMC in order to bridge CKG and to enhance corporate performance has become a significant issue. However, a holistic picture among KMC, CKG, and corporate performance has yet to emerge. This study thus applies a questionnaire survey method to explore the influence of KMC and CKG on corporate performance. Based on the results, specific recommendations are provided for enterprises planning to enhance their corporate performance in the future.

Prior studies have mainly advanced the understanding of a linear relationship between leadership humility and employee work outcomes, mediated and/or moderated by various individual, team and organizational variables. This study attempts to advance prior knowledge by investigating a potential curvilinear relationship between leadership humility and frontline service employee (FSE) performance and the role of FSE's psychological capital (PsyCap) in attenuating this curvilinear relationship.

Survey data were drawn from a survey sample of 273 FSEs working in the hospitality industry of the United States of America. Hierarchical linear regression analysis was used to test the proposed hypotheses.

The results uncover the existence of a tipping point in the relationship between leader humility and FSE performance; that is, humble behaviors expressed by leaders positively influence FSE performance up to the tipping point beyond which FSE performance starts to diminish. However, this curvilinear effect is attenuated when FSE's PsyCap is high but not when it is low.

The findings provide service managers with insights into the importance of balancing their humble behaviors to yield optimal FSE performance. Furthermore, the paper points to the need for FSE's PsyCap cultivation within service firms so that FSEs are less dependent on their supervisors and can deliver highly satisfactory results.

This research is one of the very first to investigate the curvilinear relationship between leader humility and FSE performance and the moderating role of PsyCap in attenuating the curvilinear effect.

Extant research indicates that fear of missing out (FoMO) caused by the negative influence of media and word-of-mouth (WOM) leads to panic buying and generates a negative impact on consumer well-being. However, the mechanism that can minimise or abort this impact remains understudied. Therefore, in this study, we examine how consumer self-regulation functions as a brake mechanism to intervene with the negative influences of media and WOM on FoMO.

Data were collected from a representative sample in Australia. Hypotheses were tested by applying generalised structural equation modelling (GSEM), and analysis was conducted using the statistical software Stata 17.

Self-regulation is negatively influenced by media channels and WOM but is positively influenced by media content. Consumer self-regulation acts as a brake mechanism for FoMO. Panic buying, which is triggered by FoMO, has a significant impact on negative emotional well-being.

The limitations of the study are associated with the survey data collection.

We extend the knowledge of how self-regulation works as a brake mechanism for the complex FoMO construct consisting of a perception of missing out accompanied by irrational behaviours. Self-regulation emerges as a brake mechanism for FoMO. Hence, if self-regulation is practiced at the inception of the media and WOM exposure, it can counteract FoMO and potentially abort its’ impact on panic buying.

From a practical perspective, policymakers could help emotionally vulnerable individuals better engage in self-control practices through support programmes and workshops aimed at assisting the public in coping with overwhelming and intense adverse emotions experienced during and following various crises. Vulnerable cohorts, particularly the younger generation who are arguably more susceptible to FoMO, need to be studied more thoroughly in the marketing domain.

The role of self-regulation has been studied thinly in marketing literature, particularly in relation to offsetting irrational consumer behaviours. The originality of our study is that it extends and broadens the understanding of the role of self-regulation in the context of pandemics and addresses the inconclusive evidence of the impact of self-regulation on FoMO.

The purpose of this paper is to report on lab experiments conducted to determine what impact managerial top-down knowledge transfer has on a middle manager’s individual ambidexterity and decision performance.

The authors designed an experimental approach using a business simulator to test the hypotheses with middle managers. The methodological approach provides the authors with a framework to enhance the middle manager’s understanding of how to attain superior short-term financial results by exploiting current resources, in addition to mastering new strategies to avoid a potential business bankruptcy.

The results suggest that top-down managerial knowledge inflow benefits middle manager strategic decision making, as well as his/her short- and long-term performance. Nonetheless, the best short-term results were achieved by those middle managers that mastered both exploitation and exploration activities simultaneously.

The contribution of this paper is to identify and test a control mechanism called top-down inflows that enhance middle manager’s ability to exploit current resources to increase financial performance, and exploring new strategies to avoid a business bankruptcy.

The purpose of this paper is to examine the role of frontline service employees (FSEs) motivation (enjoyment of work and driven to work) and ability (customer service ability) in the relationship between TFL and employee service performance.

This is a survey-based study which involves 534 FSEs and 135 supervisors in a hair salon setting. Hierarchical regression analysis was used to test the proposed hypotheses.

Results show that TFL is significantly related to employee service performance; this relationship is enhanced with the presence of driven to work; yet, it is neutralized with the presence of enjoyment of work. Further, the three-way interaction of TFL, enjoyment of work and customer service ability as well as TFL driven to work, and customer service ability are negatively associated with employee service performance.

The results advance service managers’ understanding of the importance of FSEs motivation and ability if they are to fully reap the benefits from their FSEs. The role of leader is not always effective in all situations. FSEs with high level of enjoyment of work and customer service ability would least rely on the guidance and support from the supervisors.

This research is one of the first to examine the role of subordinate’s characteristics (motivation – enjoyment of work and driven to work and ability – customer service ability) as the key moderators in the relationship between TFL and employee service performance.