Shaping Contact Employee Extra-Role Performance Through Imo Adoption

Abstract

This study integrates the resource-based view and the equity theory in order to provide the theoretical background of store manager’s impact on contact employees’ beahviours. We employ a hierarchical research design and draw evidence from both store managers and front-line employees in order to investigate whether manager’s IMO accounts for front-line employees’ IMO, market orientation and organizational identification. Moreover, we investigate the moderating effect of organizational tenure on the aforementioned relationships.