Service models and culture: impact on work behaviours

Purpose Service employees' cultural values play an integral part in the service encounter. The purpose of this study is to investigate whether frontline employees' (FLEs) individual cultural values moderate the relationship between service models and work behaviours and whether these behaviours influence their psychological well-being. Design/methodology/approach Data were collected online from 341 US and Indian respondents who spent at least 40 per cent of their work time interacting with customers. Cultural values were measured as individual-level constructs. Partial least squares structural equation modelling was used to test hypotheses. Findings Individualism/collectivism significantly moderates the relationship between service models and work-related outcome, in particular organisational citizenship behaviour (OCB), while uncertainty avoidance does not. Collectivism strengthens the positive linkage between the win-win service model and OCB but weakens the association of OCB with the efficiency model. FLEs with the win-win model display more surface acting when they have low uncertainty avoidance and high power distance. Employee psychological well-being is then influenced negatively by surface acting, but positively by OCB. Research limitations/implications A more varied sample covering additional countries and a wider range of industries could provide additional insights. Practical implications The results of this study are particularly beneficial for service firms that require to satisfy customers by managing culturally diverse FLEs. Originality/value Extending the limited research on service models, this study examines the interplay of culture and service models and its impact on FLE work behaviours and the resultant well-being. The findings thus provide greater insights in how service employees' cultural orientations influence their work behaviours and psychological well-being.