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- Publisher
- SAGE
- Copyright
- © The Author(s) 2022
- ISSN
- 1094-6705
- eISSN
- 1552-7379
- DOI
- 10.1177/10946705221087399
- Publisher site
- See Article on Publisher Site
Abstract
Cross-selling is one of the most important sales strategies retail organizations adopted to drive business revenue and increase customer lifetime value. While considerable efforts have been devoted to developing data-based cross-selling models, little is known about how and when store managers can drive frontline service employees (FSEs) to cross-sell. Drawing on work meaningfulness literature, we propose that a high-quality resource exchange relationship with the store manager (i.e., leader–member exchange, LMX) endows FSEs’ work with meaningfulness of serving others, which in turn promotes their engagement in cross-selling. We further contend that when store managers possess high person-organization fit, the impact of their LMX relationships on FSEs’ work meaningfulness of serving others and subsequent cross-selling would be stronger. A three-wave survey data from 166 FSEs and their store managers in a retail chain in China (i.e., Study 1) and an experiment among 120 U.S.-based working employees (i.e., Study 2) support our predictions. The present research offers important theoretical and practical implications for retailing management area.
Journal
Journal of Service Research – SAGE
Published: May 1, 2023
Keywords: Cross-selling; Leader–member exchange (LMX); Person–organization (P–O) fit; Work meaningfulness of serving others