Campus Units

Supply Chain and Information Systems, Marketing

Document Type

Article

Publication Version

Accepted Manuscript

Publication Date

9-14-2020

Journal or Book Title

Decision Sciences

DOI

10.1111/deci.12489

Abstract

Building upon social capital theory, we identify different attributes of frontline employee (FLE) social capital and outline how the use of online social networks (OSNs) can enable social capital development and social capital maintenance. We examine key boundary conditions of time management skills, perceived innovation climate, and customer perceived FLE responsiveness. Use of multi‐informant data from FLEs working in B2B sales/service roles, their customers, and managers enabled a comprehensive analysis that accounts for the endogenous nature of the predictor variables. We find the use of OSNs relates to social capital development and maintenance. Time management skills strengthen links between OSNs and both forms of social capital. However, perceived innovation climate plays a moderating role only in the social capital development process. Unique pathways connecting social capital development to customer loyalty with the firm and social capital maintenance to FLE sales performance were noted.

Comments

This accepted article is published as Agnihotri, R., Mani, S., Chaker, N.N., Daugherty, P.J. and Kothandaraman, P. (2020), Drivers and Performance Implications of Frontline Employees’ Social Capital Development and Maintenance: The Role of Online Social Networks*. Decision Sciences. doi:10.1111/deci.12489. Posted with permission.

Copyright Owner

John Wiley & Sons, Inc.

Language

en

File Format

application/pdf

Available for download on Wednesday, September 14, 2022

Published Version

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