Sensemaking, sensegiving and absorptive capacity in complex procurements

This study explores and describes i) the nature of knowledge exchange processes at the frontline employee (FLE) level and ii) how FLE sensemaking processes affect buyer firm knowledge management practices in complex procurement contexts. The study utilizes an in-depth case analysis in the mining industry to identify a taxonomy of four buyer sensemaking investment/supplier collaboration profiles, to describe three sensegiving supplier roles (“confidence builders”, “competent collaborators”, and “problem-solvers”) and to explore how these evolve during complex procurement implementation. The study concludes with a conceptual model of the apparent linkages between sensemaking, sensegiving and buyer firm absorptive capacity in complex procurements. This study shows how micro-level (FLE) interactions influence macro-level knowledge integration (absorptive capacity) in the buyer firm. For managers, the study shows how the allocation of time and resources affects FLE-level knowledge exchange, with ultimate effect on buyer firm absorptive capacity

CSR and the Frontline Context: How Social Programs Improve Customer Service

CSR activities such as charitable giving, environmental programs and ethical practices can motivate frontline employees. One of the key variables is organizational identification. CSR communicates values, and, if these values are consistent with a person’s own value system, it results in higher identification with the company. Employees who notice that consumers are fond of the company’s CSR activities will identify even more with the company. If CSR ranks high in their own personal value system and the value system of the consumer as well, they find common ground for conversations beyond immediate business talk. CSR can be an icebreaker in conversations with customers. Once service employees find out that customers share their passion for social or environmental causes, it creates a bond that is highly motivating. They become more confident that they know what the customers want. They are more motivated to serve those customers when they see that both of them care about the same sorts of things

Corporate social responsibility, customer orientation, and the job performance of frontline employees

A study involving a Global 500 company finds that frontline employees’ perceptions of corporate social responsibility (CSR) can contribute to their customer orientation (self-rated) and objective job performance (supervisor-rated) by activating social identification processes. Employees identify with the organization based in part on the extent to which CSR is supported by salient and job-relevant others both internal and external to the organization. Looking internally, employees identify with the organization to the extent that they perceive management to support CSR. Looking externally, employees can identify with customers (called employee-customer identification) to the extent they perceive customers to support the company’s CSR. Both effects are enhanced when employees feel CSR is an important (versus non-important) part of their self-concept. Organizational identification directly drives job performance while employee-customer identification contributes to job performance through its effects on organizational identification and customer orientation.Corporate social responsibility, organizational identification, customer orientation, job performance