Prior research has established trickle-down effects (including trickle-out effects) in organizations, that is, perceptions, attitudes, and behavior may flow downward from an individual at a higher level of the organizational hierarchy (e.g., a supervisor) to another individual at a lower hierarchical level (e.g., a frontline employee), or from a frontline employee to an external member (e.g., a customer). Complementing the extant literature, this dissertation examines trickle-in effects, specifically, I examine whether customers' interpersonal and organizational deviance behavior will trickle-in through organizational boundary to influence a frontline employee's interpersonal and organizational deviance behavior. Specifically, I propose customers' interpersonal and organizational deviance behavior will trickle-in through organizational boundaries to affect employees' interpersonal and organizational deviance behavior. In addition, I develop a multiple-mediator model to test the different possible mechanisms underlying trickle-in effects: social exchange, social learning, displaced aggression, self-regulation, and social interactionist model. Two studies were conducted to test my propositions. In retail settings, Study 1 finds customers' interpersonal deviance behavior trickled-in through organizational walls to influence employees' interpersonal and organizational deviance behavior through displaced aggression mechanism. Study 2, collecting data from call centers, demonstrates customers' organizational deviance behavior trickled-in to influence employees' organizational deviance behavior through social learning processes.
| Identifer | oai:union.ndltd.org:ucf.edu/oai:stars.library.ucf.edu:etd-2318 |
| Date | 01 January 2015 |
| Creators | Wo, Xuhui |
| Publisher | STARS |
| Source Sets | University of Central Florida |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Electronic Theses and Dissertations |
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