The aim of this study was to assess whether organizational commitment influences employee perceptions of superior customer value creation. While these two constructs have been established in their separate fields as major sources for increasing organizational performance, their integration into a single model has been overlooked in the management literature. Drawing from the theories of the three-component model of organizational commitment and customer value creation, this study examined the extent to which affective commitment, continuance commitment, and normative commitment influence employee perceptions of superior customer value creation. The study also investigated whether affective commitment had a stronger overall influence on these perceptions as compared to the normative commitment. Pearson Correlations and Multiple regression analysis results, based on data collected from 158 customer-facing employees in the United States retail industry, revealed that affective commitment and continuance commitment were positively, but weakly related to perceptions of superior customer value creation whereas, normative commitment was positively but moderately related to these perceptions. In addition, all three types of commitment, together, statistically significantly predicted employee perceptions of superior customer value creation. However, there was not sufficient evidence to reject the null hypothesis that affective commitment did not have a stronger overall influence on these perceptions as compared to the normative commitment. The findings of this research provide insights about employee commitment as influencer of superior customer value creation. The study indicates directions for further research in the field that can contribute to the understanding of how employee-organization relationships affect customer outcomes.
|Subjects||Marketing; Management; Organizational behavior|
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