Third, we check for convergent and divergent validity of the EBBB dimensions, using confirmatory factor analysis. And, due to the complex nature of services, many of these questions will require an interdisciplinary focus to answer (Ostrom et al., 2010). Brand champions are the FSEs who transform the brand vision into brand reality by living the brand and spreading the brand idea (Berry, 2000; Ind, 2001). In the past, there has been extensive research on the positive service behaviors that can be associated with Brand Champions.
Word of mouth refers to personal advocacy of the organization's service brand outside of the work context as a reliable form of advertising to current and potential customers. Organizational loyalty is different from the dimension of Morhart et al. (2009) 'Retention', in a way that the retention of FSE in the organization can be attributed to one of three forms of commitment: affective, normative. The behavior that an FSE is expected to display in order to meet defined job requirements (whether written in codes of conduct, manuals, rules of conduct, and so on, or unwritten) is referred to as expected service delivery behavior (MacKenzie, Podsakoff, and Fetter Podsakoff and MacKenzie, 1994; Williams and Anderson, 1991; Morhart et al., 2009).
In line with Morhart et al.'s (2009) 'in-role brand-building behaviors' dimension, we explicitly include a number of additional behaviors in the 'prescribed service delivery behaviors' dimension (such as serving customers in a conscientious, responsive, and courteous manner). way). , which are generally regarded as in-role behaviors of FSEs and are important in determining the emotional experience of customers (Parasuraman et al., 1988; Bettencourt and Brown, 2003). Cooper, 1993) and 'flexibility' in services (Holyoak, 1991) while creating services together with the customers. In light of the above discussion, we consider FSE's word-of-mouth as brand-building behavior along with organizational loyalty, prescribed service delivery behaviors, and FSE's proactive customer service behaviors.
For a better representation of the study population, we conducted this study on six samples (overall N = 1886).
Item Generation
The participants in sample 2 included senior staff who participated in management development program at a leading (tier-1) Indian B-school for a period of 12 months. Participants in Sample 6 included senior executives enrolled in various part-time management programs at a leading (tier-1) Indian B-school. Podsakoff 2003; Conway & Lance 2010; Podsakoff, MacKenzie, & Podsakoff 2012), highlighting the issue of common method variance associated with self-report surveys; we adopted some of the proposed procedural solutions.
In addition, all participants across six samples were adequately rewarded for their participation in the study. Most of the items were adapted from existing scales and a few others were generated based on the interviews. XYZ (customer) regularly asks me if I have plans to leave...it is true that XYZ is worried because if I leave, many things will be hampered” (R15).
As much as we focus on shadow resourcing (back-up planning), SOPS (standard operating procedures), knowledge sharing (transfer of know-how), the fact remains that loss of face (FSE) is ultimately a loss…we cannot afford to follow the McDonald's model (at the hamburger chain, the person who takes your order behind that counter just happens to be there. It is otherwise completely driven by systems and processes), here we focus on trust-based, ongoing relationships between our people and . It is a mortal sin in this industry to ridicule SLA (service level agreement which is generally translated into job requirements of FSEs)” (R1). Attitude is so important in this industry…there are so many competitors in the market doing the same thing; not many do it the same way...here we focus on creating an experience (how aspect of the service) along with the value (what aspect of the service) and this makes us the market leader” (R12).
Our focus is to develop a 'we' spirit rather than a 'me' spirit in the team ... no single member can support a large client alone; it's the whole team. My friends take this company positively because of the way I project it ... for them I am the credible storyteller" (R10). I take pride in supporting this company and my frequent advocacy definitely has an impact on people's impression of this company” (R23).
Over the years, I have developed such a close relationship with clients that my words/thoughts can make or break their trust in the company… clients often want to get the insider's view of this company because they have a stake big, their business is open to us and if we are not good, they will not be good either" (R20). This set of items was then administered to a panel of 12 experts along with the definitions of the EBBB dimensions to assess content validity. In total, 23 of the 28 items were used in the next stage of the scale development process.
Scale Purification (Exploratory Factor Analysis)
Except for 2 items, all pattern coefficients were above the cutoff and there were no high cross-loadings. All 21 items met the cut-off criterion of .30 (Nunnally & Bernstein, 1994) and were therefore considered for the next phase of scale development.
Scale Purification (Confirmatory Factor Analysis)
Overall, the CFA results favored the four-factor structure and indicated the discriminatory power of the four factors (discriminant validity). Furthermore, given that all standardized loadings were significant and strong (Gerbingand Anderson, 1988), the mean extracted variance (AVE) was greater than 0.50 (with one exception: AVE of PCSB in sample 2 was 0.40; Fornell and .. Bagozzi and Heatherton , 1994) in all five samples there was strong evidence of convergent validity (see Table 6 for loadings and Table 7 for correlations and reliability). In addition, we noted high correlations between the four factors of EBBB in all five samples (see Table 7), and specified a second-order factor model in all five samples.
Scale Examination
Scale Validation
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Indian Institute of Management Kozhikode
EMPLOYEE BRAND BUILDING BEHAVIOR: SCALE DEVELOPMENT &
