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The Complementarity of Frontline Service Employee Creativity and Attention to Detail in Service Delivery

Journal of service research : JSR, 2018-08, Vol.21 (3), p.365-378

2018

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An exploratory study into managing value creation in tourism service firms: Understanding value creation phases at the intersection of the tourism service firm and their customers

Tourism management (1982), 2015-12, Vol.51, p.186-200

2015

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Exploring innovation driven value creation in B2B service firms: The roles of the manager, employees, and customers in value creation

Journal of business research, 2013-08, Vol.66 (8), p.1074-1084

2013

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Examining the new product innovation – performance relationship: Optimizing the role of individual-level creativity and attention-to-detail

Industrial marketing management, 2015-05, Vol.47, p.156-165

2015

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When and why does competitive psychological climate affect employee engagement and burnout?

Journal of vocational behavior, 2022-12, Vol.139, p.103810, Article 103810

2022

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Managing burnout from engagement-derived acting strategy

Journal of service theory and practice, 2023-06, Vol.33 (4), p.577-597

2023

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Achieving superior innovation-based performance outcomes in SMEs through innovation resource–capability complementarity

Industrial marketing management, 2011-11, Vol.40 (8), p.1285-1293

2011

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Achieving service quality through service innovation exploration – exploitation: the critical role of employee empowerment and slack resources

The Journal of services marketing, 2015-04, Vol.29 (2), p.137-149

2015

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Achieving superior SME performance: Overarching role of marketing, innovation, and learning capabilities

Australasian marketing journal, 2013-08, Vol.21 (3), p.161-167

2013

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How and when do the ambidextrous frontline sales employees achieve superior sales performance?

Journal of service theory and practice, 2022-07, Vol.32 (4), p.505-520

2022

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Multiple psychological climates and employee self-regulatory focus: Implications for frontline employee work behavior and service performance

Journal of retailing, 2023-06, Vol.99 (2), p.228-246

2023

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How and when frontline employees’ resilience drives service-sales ambidexterity: the role of cognitive flexibility and leadership humility

European journal of marketing, 2021-11, Vol.55 (11), p.2965-2987

2021

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Matching the Personal Initiative Capabilities of FLEs to Their Self-Regulatory Processes and the Firm's Initiative Climate

Journal of retailing, 2021-09, Vol.97 (3), p.319-335

2021

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The role of intellectual resources, product innovation capability, reputational resources and marketing capability combinations in firm growth

International small business journal, 2014-12, Vol.32 (8), p.996-1018

2014

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The effect of ‘can do’ and ‘reason to’ motivations on service–sales ambidexterity

Industrial marketing management, 2016-05, Vol.55, p.144-155

2016

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Examining the role of within functional area resource-capability complementarity in achieving customer and product-based performance outcomes

Journal of strategic marketing, 2012-07, Vol.20 (4), p.345-363

2012

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The Performance Advantages for SMEs of Product Innovation and Marketing Resource-Capability Complementarity in Emerging Economies

Journal of small business management, 2016-07, Vol.54 (3), p.805-826

2016

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The tipping point: mitigating the curvilinear effect of frontline service employee's perception of leadership humility on frontline service performance

Journal of service theory and practice, 2021-01, Vol.31 (1), p.137-156

2021

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Linking entrepreneurial orientation and small service firm performance through marketing resources and marketing capability: A moderated mediation model

Journal of service theory and practice, 2017-01, Vol.27 (1), p.231-249

2017

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Understanding service firms brand value creation: a multilevel perspective including the overarching role of service brand marketing capability

The Journal of services marketing, 2011-10, Vol.25 (7), p.528-539

2011

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Unpacking brand management superiority: Examining the interplay of brand management capability, brand orientation and formalisation

European journal of marketing, 2017-01, Vol.51 (1), p.177-199

2017

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How and when does the brand orientation-market orientation nexus matter?

The Journal of business & industrial marketing, 2020-01, Vol.35 (2), p.349-361

2020

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Identifying the resource conditions that maximize the relationship between ambidexterity and new product performance

The Journal of business & industrial marketing, 2017-01, Vol.32 (8), p.1038-1050

2017

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Does transformational leadership always matter in frontline service roles?

Journal of service theory and practice, 2018-11, Vol.28 (6), p.733-751

2018

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Achieving growth-quality of work life ambidexterity in small firms

Journal of service theory and practice, 2015-09, Vol.25 (5), p.529-550

2015

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The Complementarity of Frontline Service Employee Creativity and Attention to Detail in Service Delivery

An exploratory study into managing value creation in tourism service firms: Understanding value creation phases at the intersection of the tourism service firm and their customers

Exploring innovation driven value creation in B2B service firms: The roles of the manager, employees, and customers in value creation

Examining the new product innovation – performance relationship: Optimizing the role of individual-level creativity and attention-to-detail

When and why does competitive psychological climate affect employee engagement and burnout?

Managing burnout from engagement-derived acting strategy

Achieving superior innovation-based performance outcomes in SMEs through innovation resource–capability complementarity

Achieving service quality through service innovation exploration – exploitation: the critical role of employee empowerment and slack resources

Achieving superior SME performance: Overarching role of marketing, innovation, and learning capabilities

How and when do the ambidextrous frontline sales employees achieve superior sales performance?

Multiple psychological climates and employee self-regulatory focus: Implications for frontline employee work behavior and service performance

How and when frontline employees’ resilience drives service-sales ambidexterity: the role of cognitive flexibility and leadership humility

Matching the Personal Initiative Capabilities of FLEs to Their Self-Regulatory Processes and the Firm's Initiative Climate

The role of intellectual resources, product innovation capability, reputational resources and marketing capability combinations in firm growth

The effect of ‘can do’ and ‘reason to’ motivations on service–sales ambidexterity

Examining the role of within functional area resource-capability complementarity in achieving customer and product-based performance outcomes

The Performance Advantages for SMEs of Product Innovation and Marketing Resource-Capability Complementarity in Emerging Economies

The tipping point: mitigating the curvilinear effect of frontline service employee's perception of leadership humility on frontline service performance

Linking entrepreneurial orientation and small service firm performance through marketing resources and marketing capability: A moderated mediation model

Understanding service firms brand value creation: a multilevel perspective including the overarching role of service brand marketing capability

Unpacking brand management superiority: Examining the interplay of brand management capability, brand orientation and formalisation

How and when does the brand orientation-market orientation nexus matter?

Identifying the resource conditions that maximize the relationship between ambidexterity and new product performance

Does transformational leadership always matter in frontline service roles?

Achieving growth-quality of work life ambidexterity in small firms

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