Welcome to the new Schulich Peer-Reviewed Publication Database!
The database is currently in beta-testing and will be updated with more features as time goes on. In the meantime, stakeholders are free to explore our faculty’s numerous works. The left-hand panel affords the ability to search by the following:
- Faculty Member’s Name;
- Area of Expertise;
- Whether the Publication is Open-Access (free for public download);
- Journal Name; and
- Date Range.
At present, the database covers publications from 2012 to 2020, but will extend further back in the future. In addition to listing publications, the database includes two types of impact metrics: Altmetrics and Plum. The database will be updated annually with most recent publications from our faculty.
If you have any questions or input, please don’t hesitate to get in touch.
Song, Y. H., Skarlicki, D.P., Shao, R. and Park, J. (2021). "Reducing Customer-Directed Deviant Behavior: The Role of Psychological Detachment and Supervisory Unfairness", Journal of Management, 47(8), 2008-2036.
AbstractConservation of resources (COR) theory proposes that mistreatment by customers (termed “customer mistreatment”) can deplete employees’ resources, lessen their ability to regulate their behaviors, and result in them engaging in customer-directed deviant behavior. However, COR has been criticized for its lack of precision regarding how this process unfolds. Integrating the person-situation interactionist perspective with COR theory, the present paper aims to provide a deeper understanding of COR theory by explicating how individual characteristics and work context—namely, psychological detachment and supervisory unfairness—can combine to attenuate/exacerbate the relationship between customer mistreatment and employees’ customer-directed deviant behavior. Using a multilevel field study with 1,092 daily-based surveys among 157 Korean call-center representatives, our results show that frontline employees’ emotional exhaustion mediates the relationship between customer mistreatment and customer-directed deviant behavior that occurs on the next working day. When faced with customer mistreatment, employees with lower (vs. higher) psychological detachment were more likely to be emotionally exhausted and engage in customer-directed deviant behavior on the next working day. Moreover, their emotional exhaustion predicted customer-directed deviant behavior more so when their supervisors treated them unfairly (vs. fairly). Taken together, the results show that the mediating effect of emotional exhaustion was strongest among employees with low (vs. high) psychological detachment and who reported more (vs. less) supervisory unfairness. Theoretical, methodological, and practical implications as well as directions for future research are discussed.
Packard, G. and Berger, J. (2021). "How Concrete Language Shapes Customer Satisfaction", Journal of Consumer Research, 47(5), 787-806.
AbstractConsumers are often frustrated by customer service. But could a simple shift in language help improve customer satisfaction? We suggest that linguistic concreteness—the tangibility, specificity, or imaginability of words employees use when speaking to customers—can shape consumer attitudes and behaviors. Five studies, including text analysis of over 1,000 real consumer–employee interactions in two different field contexts, demonstrate that customers are more satisfied, willing to purchase, and purchase more when employees speak to them concretely. This occurs because customers infer that employees who use more concrete language are listening (i.e., attending to and understanding their needs). These findings deepen understanding of how language shapes consumer behavior, reveal a psychological mechanism by which concreteness impacts person perception, and provide a straightforward way that managers could help enhance customer satisfaction.
Packard, G., Moore, S. and McFerran, B. (2018). "(I’m) Happy to Help (You): The Impact of Personal Pronoun Use in Customer-Firm Interactions", Journal of Marketing Research, 55(4), 541-555.
AbstractIn responding to customer questions or complaints, should marketing agents linguistically “put the customer first” by using certain personal pronouns? Customer orientation theory, managerial literature, and surveys of managers, customer service representatives, and consumers suggest that firm agents should emphasize how “we” (the firm) serve “you” (the customer), while de-emphasizing “I” (the agent) in these customer–firm interactions. The authors find evidence of this language pattern in use at over 40 firms. However, they theorize and demonstrate that these personal pronoun emphases are often suboptimal. Five studies using lab experiments and field data reveal that firm agents who refer to themselves using “I” rather than “we” pronouns increase customers’ perceptions that the agent feels and acts on their behalf. In turn, these positive perceptions of empathy and agency lead to increased customer satisfaction, purchase intentions, and purchase behavior. Furthermore, the authors find that customer-referencing “you” pronouns have little impact on these outcomes and can sometimes have negative consequences. These findings enhance understanding of how, when, and why language use affects social perception and behavior and provide valuable insights for marketers.
Park, J., Shao, R., Skarlicki, D.P. and Song, Y.H. (in press). "Reducing Customer-Directed Deviant Behavior: The Role of Psychological Detachment and Supervisory Unfairness", Journal of Management.