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This research aims to contribute to the literature in professional services by offering a validated instrument that measures role-based image, followed by exploring how role-based image discrepancy affects client loyalty and the boundary conditions that attenuate this relationship. The moderated mediation model from this study examined professional trustworthiness as a mediator; perceived professional authenticity and customer-oriented behaviors were moderators. The target population for this study comprises professionals and clients. Survey data were collected from 347 professionals and 367 clients. Results showed that the discrepancy in role-based image of professional work role between professionals and clients is associated with reduced clients' perceived professional trustworthiness, which negatively affects client loyalty. In addition, the findings of this research also suggested that professionals can attenuate this detrimental effect by demonstrating a higher level of authenticity and customer-oriented behavior during their interactions with clients. Underpinned by the perspective of role-based image and relational exchange, this work is among the first to simultaneously investigate the mediating processes and boundary conditions for the effects of role-based image discrepancy on client loyalty. [ABSTRACT FROM AUTHOR]

While previous studies have demonstrated that organizational pride (OP) enhances frontline employees' customer-oriented behavior (COB), they have neglected to address the dynamics of the relationship. This research helps close this gap by elaborating on a theory of spirals positing that the extent of COB depends not only on current levels of OP but also on the direction and rate of OP change. In addition, the authors challenge the prevalent view that OP affects COB unidirectionally, instead predicting reciprocal loops. Hence, they propose that increases in OP repeatedly amplify COB and trigger an upward spiral, whereas decreases trigger a downward spiral. The results of a six-wave panel study support these predictions. Furthermore, the authors identify lower and upper boundaries of the spiral: while a certain threshold of OP is required to create momentum, the effects of further increases in the same variables diminish at high levels of OP and COB. [ABSTRACT FROM AUTHOR]

Extant research provides valuable knowledge about how firms can satisfy their customers. However, it is unclear how customers themselves contribute to their satisfaction. From a basis in the job demands-resources model, the authors propose a customer demands-resources model. In this model, customer demands (negative customer behaviors) and customer resources (positive customer behaviors) affect customer satisfaction through frontline employees' customer-oriented attitudes and customer-oriented behaviors. Using dyadic data from 141 frontline employees and 375 customers, this study identifies customer behaviors as an important source of customer satisfaction. Customer demands impede frontline employees' customer-oriented attitudes and customer satisfaction through frontline employees' emotional exhaustion, whereas customer resources indirectly increase customer satisfaction. Customer resources also buffer the negative effect of customer demands on frontline employees' customer-oriented attitudes. [ABSTRACT FROM AUTHOR]