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Index of Paper Presentations for the Parallel Sessions - Academy of ...

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supervisors/managers and customers) are incompatible or incongruent (Agarwal and Ramaswami 1993;Singh 1998; Tubre and Collins 2000).Research shows that <strong>the</strong> relationship between role stress and OC is generally negative, althoughsome stress can be positive <strong>for</strong> per<strong>for</strong>mance (Boles and Babin 1996), at least in <strong>the</strong> short term. Forexample, Singh (1998) found role stress to be positively influencing organizational commitment and jobper<strong>for</strong>mance. The negative relationship is based on <strong>the</strong> idea that individuals who work in a workenvironment characterized by high role stress, are less likely to be willing to spend ef<strong>for</strong>t on <strong>the</strong>organization <strong>the</strong>y work <strong>for</strong> (Örtqvist and Wincent 2006). A recent meta-analysis by Örtqvist and Wincent(2006) found that both role stressors tend to influence OC negatively, but to varying degrees.As discussed above, role ambiguity and conflict are hypo<strong>the</strong>sized to reduce <strong>the</strong> level <strong>of</strong> AC andNC employees‘ experience. It stands to reason that individuals who feel that <strong>the</strong>y have to remain in <strong>the</strong>organization but do not really want to, will perceive that <strong>the</strong> influence <strong>of</strong> role stress increases <strong>the</strong>ir level <strong>of</strong>CC. Hence it is hypo<strong>the</strong>sized:H 1 : a) Role ambiguity, b) role conflict reduce <strong>the</strong> levels <strong>of</strong> AC and NC that FLEs‘ experienceH 2 : a) Role ambiguity, b) role conflict increase <strong>the</strong> CC levels that FLEs‘ experience.The moderating influence <strong>of</strong> managerial interventionsLiterature suggests that employee attitudes like OC and role stressors are affected by managerialdecisions, interventions and <strong>the</strong> resource allocation <strong>of</strong> firms (Hartline and Ferrell 1996; Singh, Verbekeand Rhoads 1996; Heskett et al. 1997), and that organizational characteristics are more significantlyrelated to OC than personal characteristics (Cohen 1992; Mathieu and Zajac 1990; Meyer, Irving andAllen 1998). However, marketers have been more interested in studying direct ra<strong>the</strong>r than moderatingeffects <strong>of</strong> organizational variables (Singh, Verbeke and Rhoads 1996). Based on role stress <strong>the</strong>ories (suchas Kahn, Wolfe, Quinn and Snoek‘s (1964) role episode model and Lazarus and Folkman‘s (1985)

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