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Kostopoulos, I (2018) Do Empowered Front-Line Employees Perform Better? A Non-linear Approach and the Role of Service Complexity. European Management Review, 16 (2). pp. 229-242. ISSN 1740-4754
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Abstract
This study re-examines the influence of front-line service employee empowerment on their performance, following a non-linear approach and integrating the role of service complexity. For that purpose, data were collected through a quantitative survey on 240 front-line employees in two major UK cities (London, Leeds). The study’s results indicate that empowerment has a significant impact on their performance and that this impact is non-linear (quadratic). Specifically, the relationship between empowerment and performance is negative for low-level empowerment and positive for high-level empowerment. In addition, the study’s results show that the nature of this relationship is different for different levels of service complexity. Specifically, for low-complexity services, the relationship between empowerment and performance was found quadratic, whereas for high-complexity services the relationship was found positive and linear. Based on the study’s main conclusions important implications for both academics and practitioners are presented.
| Item Type: | Article |
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| Additional Information: | This is the peer reviewed version of the following article: Kostopoulos, I. (2018) Do Empowered Front‐Line Employees Perform Better? A Non‐linear Approach and the Role of Service Complexity. European Management Review, which has been published in final form at http://dx.doi.org/10.1111/emre.12153. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions |
| Uncontrolled Keywords: | 1503 Business And Management, 1402 Applied Economics |
| Subjects: | H Social Sciences > HF Commerce > HF5001 Business H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management |
| Divisions: | Liverpool Business School |
| Publisher: | Wiley |
| Date Deposited: | 25 Jul 2018 12:29 |
| Last Modified: | 04 Sep 2021 10:18 |
| DOI or ID number: | 10.1111/emre.12153 |
| URI: | https://researchonline.ljmu.ac.uk/id/eprint/9020 |
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