Do organizational practices matter in role stress processes? A study of direct and moderating effects for marketing-oriented boundary spanners
Previous research and meta-analyses suggest that the influence of organizational variables on boundary role stress processes is weak and marginal. Using the emerging work in organizational practices and configurations, the authors reexamine this relationship by addressing three critical gaps: (1) conceptualizing organizational environment as a multidimensonal practices construct, (2) operationatizing the organizational environment as configurations or combinations of practices dimensions, and (3) testing for direct and moderating hypotheses. The results reveal that organizational practices matter significantly in boundary role stress processes. The findings show that procedural environments are dysfunctional because they engender higher levels of role stressors, reduce performance, and negatively affect the psychological well-being of boundary spanners. In contrast, the achievement and affective-oriented environments involve distinct trade-offs, because none is clearly superior. The authors discuss the theoretical implications for further research and provide recommendations for managerial practice.
|Keywords||employee morale, employees (attitudes), industrial management, job performance, job satisfaction, job stress, organizational behaviour, psychology (industrial)|
Singh, J., Verbeke, W.J.M.I., & Rhoads, G.K.. (1996). Do organizational practices matter in role stress processes? A study of direct and moderating effects for marketing-oriented boundary spanners. Journal of Marketing. Retrieved from http://hdl.handle.net/1765/12719