Internal marketing and salespeople's out-of-role behaviour: The mediating role of job satisfaction

Yi, Ho Taek; Cho, Yeonjin; Amenuvor, Fortune Edem Article Internal marketing and salespeople's out-of-role behaviour: The mediating role of job satisfaction European Research on Management and Business Economics (ERMBE) Provided in Cooperation with: European Academy of Management and Business Economics (AEDEM), Vigo (Pontevedra) Suggested Citation: Yi, Ho Taek; Cho, Yeonjin; Amenuvor, Fortune Edem (2023) : Internal marketing and salespeople's out-of-role behaviour: The mediating role of job satisfaction, European Research on Management and Business Economics (ERMBE), ISSN 2444-8834, Elsevier, Amsterdam, Vol. 29, Iss. 2, pp. 1-13, https://doi.org/10.1016/j.iedeen.2023.100216 This Version is available at: https://hdl.handle.net/10419/294115 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by-nc-nd/4.0/ TaggedH1Internal marketing and salespeople’s out-of-role behaviour: The mediating role of job satisfactionTaggedEnd TaggedPHo-Taek Yi a , Yeonjin Cho b , Fortune Edem Amenuvor a, *TaggedEnd TaggedP a Department of Business Administration, Keimyung University, Daegu, South Korea b Lecturer of Marketing, Yonsei Business School, Seoul, South Korea TaggedEnd TAGGEDPARTICLE INFO Article History: Received 30 September 2022 Revised 25 January 2023 Accepted 3 February 2023 Available online 9 May 2023TaggedEnd TAGGEDPABSTRACT This study examines the effect of internal marketing (IM) on salespeople’s in-role and out-of-role behaviours and how these behaviours affect customer satisfaction and sales performance. It also tests the mediating role of job satisfaction as an emotional response and adopts survey design. Data from 322 companies in Daegu and Gyeongbuk Province in the Republic of Korea are collected and used to test the conceptual model using structural equation modelling. The findings reveal that organisations’IM strategy for motivating employees positively affects salespeople’s job satisfaction and out-of-role behaviour. The results also indicate that the salespeople’s out-of-role behaviour enhances customer satisfaction and sales performance. This study suggests that organisations should provide guidelines and create an organizational culture that supports various IM activities to encourage employees’spontaneous behaviours. It is among the very few, if not the first, studies that demonstrate how companies’IM strategies could be leveraged to enhance job satisfaction and inrole and out-of-role behaviours in employees and how these behaviours could enhance customer satisfaction and sales performance. © 2023 The Author(s). Published by Elsevier España, S.L.U. on behalf of AEDEM. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)TaggedEnd TaggedEndTaggedPKeywords: Internal Marketing In-role behaviour Out-of-role behaviour Customer satisfaction TaggedEnd TaggedEndTaggedPJEL Classification Codes: M30 M12 M51 L21 L25 TaggedEnd TaggedH11. IntroductionTaggedEnd TaggedPSmall and medium-sized enterprises (SMEs) are important in the economic and social development of countries (Pereira et al., 2022; Hessels and Parker, 2013). According to McKinney (2020), SMEs account for 45% of all employment in emerging countries, 60−70% of all employment in the organisation of economic cooperation and development (OECD) countries, more than 95% of all businesses, and a significant share of new job creation.TaggedEnd TaggedPAlthough SMEs create jobs, aid in the production and development of entrepreneurship, and drive export growth in almost every country worldwide (Zhu et al., 2022), many SMEs, including those in South Korea, have struggled to recruit and retain long-term employees. Consequently, the South Korean government has implemented various systems and regulations (e.g. limiting bonus payments to long-term employees) in an attempt to help SMEs. However, SMEs must fundamentally transform themselves to ensure both employee retention and long-term competitiveness. Internal marketing (IM) TaggedEndTaggedPwhich is a marketing-like approach and an application of marketinglike efforts, can most effectively motivate an organisation’s‘internal market’(i.e. its employees) to be more customer-conscious, marketoriented, and sales-minded (Gr€ onroos, 1982).TaggedEnd TaggedPHowever, most IM-related studies have focused on relationships with outcome variables, such as employee satisfaction, commitment, and customer orientation (Chiu et al., 2019;Park and Tran, 2018), and this highlights a gap in the extant literature. To address this gap, research on the relationship between IM and the voluntary activities of SME employees (which, as previously stated, account for the majority of jobs in an economy and have an increasing need for IM) should be conducted. Therefore, this study aims to empirically demonstrate whether employee roles change due to IM.TaggedEnd TaggedPThe attitude theory proposed that attitude influences intention, and thus affects behaviour. Bagozzi (1992) reformulated the attitude theory to address the limitations of previous research: attitudes and subjective norms are insufficient to stimulate intention and something else is required to play a motivating role. He also proposed that intention alone is insufficient to elicit behaviour, highlighting the need for strategic interventions, such as IM, to be used to shape and stimulate employee behaviours.TaggedEnd TaggedEnd* Corresponding author. E-mail addresses: [email protected] (H.-T. Yi), [email protected] (F.E. Amenuvor). https://doi.org/10.1016/j.iedeen.2023.100216 2444-8834/© 2023 The Author(s). Published by Elsevier España, S.L.U. on behalf of AEDEM. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/) TaggedEndEuropean research on management and business economics 29 (2023) 100216 TaggedFigure TaggedEnd www.elsevier.es/ermbe TaggedFigure TaggedEnd TaggedPTo bridge this gap, this study uses Bagozzi’s (1992) reformulated theory as a theoretical lens to delve deeper into how, and to what extent, appraisal processes (e.g. IM) are strongly related to customeroriented behaviours. According to existing research, corporate motivational activities and IM influence a wide range of employee behaviours. Therefore, we contend that job satisfaction particularly affects two types of employee behaviour: in-role and out-of-role.TaggedEnd TaggedPAnother gap that we have identified is that the majority of relevant existing research used pro-social behaviours as representative variables, such as organizational citizenship behaviour (OCB; Abzari and Ghujali, 2011;Chow et al., 2015). Nonetheless, Bettencourt et al. (2005), stated that because OCB is applied uniformly across jobs and situations, using it to explain pro-social behaviours that are limited to specific jobs and situations is difficult. They also distinguished between customer-oriented boundary-spanning behaviours (COBSBs), which are more likely to be perceived as role-prescribed, and those perceived as out-of-role. Project duration, business type, and firm size influence the business management of SMEs. Because of the steadily increasing number of SMEs and start-ups in Korea, using standardised manuals to manage all SMEs becomes challenging. Consequently, employee boundary-spanning and customer-oriented behaviours must be based on customer satisfaction and performance. However, very few studies have been conducted on SMEs’COBSBs (Lee et al., 2019), resulting in a critical research gap that poses numerous challenges to SME managers and researchers. Thus, this study investigates COBSBs as out-of-role employee behaviours to address the limitations of previous pro-social−behavioural studies.TaggedEnd TaggedPPrior research has examined task performance as an outcome of job satisfaction; however, researchers have yet to find a clear link between these two variables. Job satisfaction is argued to have an effect on in-role and out-of-role behaviours in this study. Particularly, in-role behaviour refers to employee behaviours that must meet the minimum performance standards to complete a task and is closely related to the compensation system in organisations (Cohen and Blecher, 2022;Van Dyne and LePine, 1998). Employee abilities, skills, and knowledge, for example, have a significant impact on in-role behaviour (Borman and Motowidlo, 1993). Conversely, out-of-role behaviour refers to positive and voluntary employee behaviours that can occur only when employees are satisfied with their jobs or when organisation members trust each other. Accordingly, we contend that IM activities can reinforce employees’out-of-role behaviour more effectively than in-role behaviour can. This study aims to find relevant advanced knowledge by investigating the differential effects of IM on job satisfaction and employees’in-role and out-of-role behaviours while assessing the effects of these two behaviours on marketing performance.TaggedEnd TaggedPThe rest of this paper is organised as follows. Section 2 reviews the literature on IM and COBSBs. Section 3 discusses our study’s sample collection and measurement procedures, overall methodologies, and empirical findings. Finally, we present a discussion and conclusion of the paper with implications for future research in Section 4.TaggedEnd TaggedH12. Theoretical Background and LiteratureTaggedEnd TaggedH22.1. Internal MarketingTaggedEnd TaggedPIM uses marketing principles and practices to stimulate employees to complete specific tasks (Greene et al., 1994;Palmer, 2001). George and Gronroos (1989) note that IM is an effort geared toward an organisation’s‘internal customers’(employees) rather than external customers and that it assists them in becoming serviceand customer-oriented. Similarly, Berry et al. (1991) suggest that IM aims to motivate employees within an organisation to efficiently execute strategies by creating an environment that supports them in satisfying their needs, consequently achieving customer satisfaction. Furthermore, Longbottom et al. (2006), argue that IM regards employees TaggedEndTaggedPas internal customers and their jobs as products, and the employees’ needs are met through the companies.TaggedEnd TaggedPOrganisations use IM to meet the needs of their employees and continuously improve customer service. Employees are more motivated and committed to organisations that engage in IM activities using marketing and human resource management approaches, leading to better service to external customers (Bastida et al., 2022;Simwanza and Mabagala, 2022;Barnes et al., 2004). IM is important in organisations’operations because it assists them in developing serviceand customer-oriented employees, consequently achieving customer satisfaction and loyalty. Numerous studies found that IM improves organizational commitment, customer satisfaction, and financial performance through employee satisfaction (Awwad and Agti, 2011;Panigyrakis and Theodoridis, 2009).TaggedEnd TaggedPTherefore, this study adopts a comprehensive approach to determine the relevant IM factors. Neither behavioural−instrumental nor mechanistic approaches can sufficiently explain the relationship between IM and out-of-role behaviour, which entails employees spending extra time and effort when they are in a special environment, either internally or externally. The validity of our study’s data was ensured by the fact that the IM items were optimised for our purposes by first evaluating them holistically.TaggedEnd T aggedH22.2. Role TheoryTaggedEnd TaggedPThe roots of role theory can be traced back to the social penetration theory (Altman & Taylor, 1973), social interaction approaches to sociological thinking (Simmel, 1908), and dyadic elements of social exchange theory (Homans, 1961;Kelley & Thibaut, 1978). According to role theory, the behaviours of individuals in a social encounter primarily determine both the boundaries of social exchange and its future possibilities. An assumption underlying the use of a role-theoretical perspective for service encounters is that service provision success is contingent on the mastery of such role behaviours. A prerequisite for providing a good service experience is an actual mutual understanding of role expectations at both the client interface and organizational levels. Thus, successful salesperson−customer interactions in a professional sales environment may depend on the salesperson’s understanding of how customers expect them to behave and what specific behaviours influence the customer’s ability to participate in the role script (e.g. information exchanged, level of reassurance offered). Sheth (1967) used these concepts in his proposals regarding expectation formation in buyer behaviours.TaggedEnd TaggedPTwo key areas in which selling defines itself are the focus on dyadic interactions between salespeople and customers. A role-theoretical perspective, with emphasis on interactive marketing elements within service encounters, parallels this shift away from a transactional focus, which requires salespeople to go beyond the script and, at times, offer out-of-role activities to ensure a positive sales/service experience. From a research standpoint, role theory contributes to the relationship between marketing frameworks through both its contribution to our understanding of marketing exchange and the framework it provides for analysing degrees of interactivity in service performance. It also provides categories for analysing both in-role and out-of-role behaviours and how these are influenced by IM and job satisfaction.TaggedEnd TaggedH22.3. In-role and Out-of-role Behavioural PerformanceTaggedEnd TaggedPSome authors (Boateng et al., 2022;Deckop et al., 1999;MacKenzie et al., 1998) regard in-role and out-of-role performance as distinct performance metrics. Katz and Kahn (1978) coined the term ‘in-role performance’to describe core job behaviour that directly or indirectly improves individual and organizational performance. Salespeople engage in in-role behaviours because these are specifically mentioned in job descriptions (Yap et al., 2009;Organ, 1990). An inverse TaggedEndH.-T. Yi, Y. Cho and F.E. Amenuvor European research on management and business economics 29 (2023) 100216 2 TaggedEndTaggedPrelationship was found between role ambiguity and in-role performance in a meta-analysis, in which both satisfaction and performance led to organizational commitment (Brown & Peterson, 1993). In their study of 672 salespeople, MacKenzie et al. (1998) found that in-role performance was a predictor of organizational commitment and job satisfaction.TaggedEnd TaggedPOut-of-role performance, introduced by Katz (1964), extends beyond clear-cut role requirements and is proposed to be the same as OCB by Organ (1988) and Smith et al. (1983). Out-of-role behaviours go beyond the general role requirements and hence are not explicitly specified in job descriptions (Yap et al., 2009; Organ, 1990). According to MacKenzie et al. (1998), job satisfaction is a significant predictor of out-of-role performance. Similarly, Organ (1988) asserted that job satisfaction induces out-of-role performance. In their study of sales associates, Yap et al. (2009) concluded that reward programs stimulate in-role performance at the expense of out-of-role performance. Hence, this study proposes that IM promotes job satisfaction and thus triggers salespeople’s in-role and outof-role behaviours, resulting in customer satisfaction and sales performance.TaggedEnd TaggedH22.4. Conceptual FrameworkTaggedEnd TaggedPThis study adopts Bagozzi’s (1992) conceptual framework for attitude theory to create a research model. To expand on previous attitude theory, he introduced the concept of self-regulatory processes, which proceed in the following order: appraisal processes, emotional reactions, and coping responses. Accordingly, this paper proposes a conceptual framework wherein we regard IM as an appraisal process, job satisfaction as an emotional response, and in-role and out-of-role behaviours as coping responses/behaviours. Consequently, we propose that IM influences in-role and out-of-role behaviours through emotional responses (job satisfaction). Fig. 1 shows the proposed and tested models.TaggedEnd TaggedH13. Research HypothesesTaggedEnd TaggedPIM is a promotional campaign that communicates an organisation’s vision, mission, and objectives to its employees. It was initially introduced as a human resource management practice. This concept has been developed as a marketing element (Qiu et al., 2022). Consequently, IM is considered a crucial element of a holistic marketing philosophy. Additionally, according to the relationship-mediated theory, IM is regarded a mediator in the relationship between an organisation and its customers. Further, it is rapidly being developed and enriched with management and marketing concepts. IM is now regarded a strategic operation that combines marketing and human resource management to help employees provide better service to customers (de Bruin et al., 2021).TaggedEnd TaggedH23.1. Internal Marketing and Job SatisfactionTaggedEnd TaggedPSeveral studies (Arıkan and € Ozt€ urk, 2022;Rihayana et al., 2021; Naude et al., 2003;Berry, 1981) have suggested that IM-related factors are predictors of job satisfaction. Similarly, Bansal et al. (2001) found that job satisfaction is influenced by IM factors, such as the reward system, internal communication, training, empowerment, and job security.TaggedEnd TaggedPAccording to the theory of reciprocity, IM fosters a sense of job security among employees and makes them more focused on their work, which can lead to higher levels of job satisfaction (Almaslukh et al., 2022;Guest and Conway, 1999;Tsui et al., 1997). Furthermore, implementing IM through training is linked to overall job satisfaction. Job satisfaction is a significant concept in management that refers to evaluations of workplace elements, such as working conditions and career prospects (Salas-Vallina, 2018). Consequently, in this study, we argue that IM enhances employees’job performance and accordingly propose the following hypothesis:TaggedEnd H1a. Internal Marketing has a significant positive effect on job satisfaction. TaggedH23.2. Internal Marketing and In-role BehaviourTaggedEnd TaggedPIM factors are job resources that motivate organizational members. Employees’active voluntary attitudes in their workplace are required for effective customer service, and IM plays a critical role in engineering these attitudes (Gronroos, 1981). IM activities, such as rewards given to employees by organisations, can influence the employees’behaviour and increase motivation, as these activities make them feel appreciated and valued (Malik et al., 2015).TaggedEnd TaggedPIM plays a positive role in enhancing employee emotionality in the organisation (Keller et al., 2006). Employees are actively oriented towards work roles based on their capabilities, self-determination, and the impact and meaning of their roles (Amenuvor et al., 2019; Spreitzer, 1995). If an organisation recognises its employees as internal customers and continues to carry out and promote IM activities (e.g. communication, training, and welfare), they are more motivated to execute the behaviours assigned to them by the organisation those related to their job. Therefore, we propose the following hypotheses:TaggedEnd H1b. Internal Marketing has a significant positive impact on in-role behaviour. TaggedH23.3. Internal Marketing and Out-of-role BehaviourTaggedEnd TaggedPIM is crucial in influencing employees’attitudes and behaviours. According to Syptak et al. (1999), organisations can foster a sense of meaning and interest in their employees’work by demonstrating how well they contribute to the bottom line.TaggedEnd TaggedPEmployees who participate as decision-makers in an organisation gain a psychological sense of empowerment; hence, they feel that TaggedFigure Fig. 1. Conceptual Model.TaggedEnd TaggedEndH.-T. Yi, Y. Cho and F.E. Amenuvor European research on management and business economics 29 (2023) 100216 3 TaggedEndTaggedPthey are valued members of ‘the team’(Yi and Amenuvor, 2022;Kim, 2002;Eskildsen and Nussler, 2000). When employees have a strong sense of belonging to an organisation and identify with it, they believe that they can contribute to organizational productivity (Kudo et al., 2006). Employees can use IM activities to improve their organizational adaptability and work quality (Hill, 1982). Hence, they are more likely and willing to accept special responsibilities, such as anticipating problems and initiating initiatives to effect positive change (Morrison and Phelps, 1999).TaggedEnd TaggedPOrganisations first satisfy their employees through training and then incentivise those employees to satisfy customers by striving to improve the quality of their work (Mehra et al., 2011). Employees can understand the organisations’environmental situations and social contexts surrounding task performance based on job-related knowledge systematically accumulated during the training process; thus, they can then engage in appropriate out-of-role behaviours in these situations (Borman and Motowidlo, 1993). Employees with a wealth of experience can assist newly-hired colleagues in learning about the organisation’s activities, which can increase the overall efficiency and productivity (Organ et al., 2005). As IM influences employee attitudes and behaviours and promotes a higher level of customer service (Goodale et al., 1997;Morgan and Piercy, 1998), we propose the following hypothesis:TaggedEnd H1c. Internal Marketing has a significant positive impact on out-of-role behaviour. TaggedPPrevious research suggests that IM can increase in-role and outof-role behaviours in organizational members through various motivations (e.g. empowerment, training, rewards, communication, and top management support) (Lings and Greenley, 2005;Wieseke et al., 2009;Awan et al., 2015). Consequently, if IM increases employee motivation, this motivation has an arguably greater impact on outof-role behaviour than on in-role behaviour (Gounaris, 2008;Yang, 2010).TaggedEnd TaggedPThis position could be premised on the argument that out-of-role behaviour benefits the firm and goes beyond the formal requirements (e.g. extra hours, altruistic behaviour, and donations), whereas in-role behaviour is defined by formal job descriptions (Tastan et al., 2015;Allen et al., 2004). Other schools of thought conceptualise inrole behaviour as role requirements or activities associated with formal and explicit job descriptions, whereas out-of-role behaviour is described as discretionary and spontaneous behaviour that goes beyond the recognised and required job duties (Rafiq and Ahmed, 2000;Awwad and Agti, 2011;Organ, 1988;Pond et al., 1997). This implies that employees have some autonomy to apply their experience and additional skills acquired through IM in out-of-role behaviour rather than in-role behaviour. As IM motivates employees to perform more activities outside work, they can apply it in their outof-role behaviour more than in their in-role behaviour, which is more conventionally used to measure job and task performance to evaluate employees’activities that are related to formal job requirements (Piercy and Morgan, 1990;Asiedu et al., 2014;Motowidlo, 2000).TaggedEnd TaggedPEmployees are motivated to give their best in-role and out-of-role behaviours because IM is an effort aimed at helping employees become serviceand customer-oriented (Lings and Greenley, 2005; George and Gronroos, 1989), thorough training and incentives, among other things. Nonetheless, this study argues that IM has a greater influence on employees’out-of-role behaviours because employees can think outside the box and engage in discretionary customer-directed behaviours that exceed the existing role expectations (in-role behaviour) and directly benefit customers by better satisfying their needs (in-role behaviour; Rafiq and Ahmed, 2000).TaggedEnd TaggedPFurthermore, employees exhibit citizenship behaviour when they are not in their roles (Chan and Wan, 2012), which characterizes the nature and form that IM aims to achieve.TaggedEnd TaggedPTherefore, the following hypothesis is proposed:TaggedEnd H1d. Internal Marketing has a stronger impact on out-of-role behaviour than in-role behaviour. TaggedH23.4. Job Satisfaction, In-role Behaviour, and Out-of-role BehaviourTaggedEnd TaggedPJob satisfaction is important for increasing organizational competitiveness and can be achieved by instilling positive attitudes and behaviours in employees (Freund, 2005;Meyer et al., 2002). Specifically, employees who are satisfied with their jobs are more efficient and creative and can help increase organizational productivity (Bockerman and Ilmakunnas, 2012;Schneider et al., 2003). The literature highlights a positive relationship between job satisfaction and training (Celma et al., 2018). Moreover, internal promotions and practices that encourage employee participation in decision-making processes can help increase job satisfaction (Celma et al., 2018). Because job satisfaction enhances employee effectiveness and promotes positive behaviour, the behaviour of satisfied employees can impact the activities of an organisation’s business and its overall institutional functioning (Bettencourt et al., 2001). Employees who are more satisfied with their jobs have more positive feelings about their jobs and a more enjoyable work life, resulting in their loyalty to the organisation and facilitating smoother interpersonal relationships (Bettencourt et al., 2001;Rhoades and Eisenberger, 2002). The positive effect of job satisfaction allows employees to concentrate their efforts on the specific tasks assigned to them. Accordingly, we propose the following hypothesis:TaggedEnd H2a. Job satisfaction has a significant positive impact on in-role behaviour. TaggedPSeveral studies have investigated the impact of job satisfaction on employees’out-of-role behaviour (Nikolaou, 2003;MacKenzie et al., 1998). Job satisfaction is crucial for increasing employee efficiency and productivity. Employees who are satisfied with their jobs are more likely to behave in service-oriented ways than those who are dissatisfied, according to reciprocity norms (Bettencourt et al., 2001; Netemeyer et al., 1997). Additionally, employees who are satisfied with their jobs are more likely to engage in out-of-role behaviour to express their appreciation for the organisation (MacKenzie et al., 1998). Conversely, in disruptive or dissatisfying workplaces, employees tend to be less willing to use their time to solve tasks that are not within the confines of their jobs (Cropanzano et al., 2001). Thus, employees’job satisfaction can positively influence their out-of-role behaviours, and the following hypothesis is proposed:TaggedEnd H2b. Job satisfaction has a significant positive impact on out-of-role behaviour. TaggedH23.5. In-role Behaviour, Out-of-role Behaviour, Customer Satisfaction, and Sales PerformanceTaggedEnd TaggedPEmployees’attitudes and behaviours may reflect the quality of the service they provide to customers (Rua and Santos, 2022;Takeda et al., 2005). Therefore, for an organisation to thrive in today’s rapidly changing and competitive external environment, it must ensure that its employees faithfully perform their formally assigned roles. Particularly, employees’abilities, skills, and knowledge have a significant impact on their in-role behaviour (Amenuvor et al., 2022;Williams and Anderson, 1991). As their abilities and knowledge levels are fixed and cannot be changed immediately, they must often increase their overall effort to achieve better results (Shin et al., 2021;Sujan et al., 1994). The quality of employees’work increases with their commitment to their jobs, resulting in improvement in customer satisfaction (Anderson and Mittal, 2000) and sales performance (Huang, 2023; Sujan et al., 1994).TaggedEnd TaggedEndH.-T. Yi, Y. Cho and F.E. Amenuvor European research on management and business economics 29 (2023) 100216 4 TaggedPHowever, organisations may find it difficult to exhaustively describe the tasks that employees must perform to meet their objectives. Although this activity is not required for the employees’essential job roles, they can contribute to organizational performance, and consequently, the development and/or success of the organisation, through their spontaneous behaviours. To achieve organizational goals in a complex and dynamically changing environment, spontaneous behaviour and activity that go beyond officially fixed job requirements should be encouraged and even (to the extent possible) institutionalised (Griffin et al., 2007). In other words, employees in such an environment must engage in innovative and voluntary outof-role behaviours, rather than only those compelled by employment contracts, organizational coercion, or other forms of external pressure (George and Brief, 1992). Employees who engage in out-of-role behaviour can meet customer expectations and are likely to even exceed them (Koys, 2001;Maxham and Netemeyer, 2003).TaggedEnd TaggedPWhen employees show their customers spontaneous attention and behaviour that goes beyond their officially delineated work, the customers are likely to notice and remember their attitude and behaviour for a long time (Maxham et al., 2008). Specifically, customer satisfaction is directly related to improvements in customer perceptions of quality (Anderson and Mittal, 2000). Therefore, we argue that, employees can think outside the box and engage in discretionary customer-directed out-of-role behaviours that exceed their existing role expectations (in-role behaviour) and directly benefit customers by better satisfying their needs than in-role behaviour, wherein employees engage in expected and prescribed behaviours in providing service to the organisations’customers. These employee behaviours also encourage repeat customers (Mensah & Amenuvor, 2021;Cooil et al., 2007) and satisfied customers to recommend the organisation to others via word of mouth, which has a positive effect on sales performance (Yi et al., 2021;Fornell et al., 2006;Lee and Hwan, 2005). We can also argue that employees’out-of-role behaviours has a greater impact on sales performance than their in-role behaviours. Therefore, we propose the following hypotheses:TaggedEnd H3a. In-role behaviour has a significant positive impact on customer satisfaction. H3b. Out-of-role behaviour has a significant positive impact on customer satisfaction. H3c. Out-of-role behaviour has a greater impact on customer satisfaction than in-role behaviour. H4a. In-role behaviour has a significant positive impact on sales performance. H4b. Out-of-role behaviour has a significant positive impact on sales performance. H4c. Out-of-role behaviour has a greater impact on sales performance than in-role behaviour. TaggedH14. Research Method and AnalysisTaggedEnd TaggedH24.1. Measurement of VariablesTaggedEnd TaggedPTo test this study’s hypotheses, a quantitative survey approach using structured questionnaires was used on empirical data, allowing actual measures to be calculated for the responses obtained from the respondents. The variables in the questionnaire are out-of-role behaviour, IM, in-role behaviour, job satisfaction, customer satisfaction, and sales performance. Except for demographic information, all constructs were evaluated using a five-point Likert-type scale, anchored on ‘1=strongly disagree’,‘5=strongly agree’, and ‘3=neutral’. Reflective measures were used to conceptualise all directional constructs (dependent and independent).In the conceptualization of variables, the items for IM were adapted from Gounaris (2006;2008), TaggedEndTaggedPJaworski and Kohli (1993), and Kaur and Sharma (2015); those for job satisfaction and sales performance were adapted from Piercy et al. (2006); those for customer satisfaction were adapted from Agnihotri et. al. (2016); and those for out-of-role and in-role behaviours were adapted from Williams and Anderson (1991) and Bettencourt et al. (2005).TaggedEnd TaggedPTo ensure the content validity of the measurements, we used initial survey questions from previous studies and modified them to fit the setting of this study. Subsequently, three marketing professors and consultants evaluated the modified measurement questions by three marketing professors and consultants before being sent to the sales representatives.TaggedEnd TaggedPNomological validity refers to the extent to which a study’sfindings fit with the existing theory. To assess the nomological validity, the relationship between a scale and the precursors and/or consequences of the constructs measured by the scale can be investigated. We tested whether first-order sub-constructs could build a secondorder construct at a statistically significant level (Bollen 1989). The results of the confirmatory factor analysis (CFA) in Table 2 confirm that all the constructs’standardised factor loadings were greater than 0.6 at a significance level of p<0.05. Therefore, the nomological validity of all the constructs was confirmed.TaggedEnd TaggedPPart two of the questionnaire focused on the respondents’demographic information. Consistent with DeVellis Robert (2003), we used scale generation and purification processes to purify scale items through CFA. We also used structural equation modelling (SEM) to evaluate the various hypotheses stated earlier. According to Bagozzi and Yi (2012), SEM is a better modelling approach because it allows researchers to control measurement errors and provide information on the degree of fit of the tested constructs.TaggedEnd TaggedH24.2. Sample and DataTaggedEnd TaggedPThis study was conducted in South Korea, where the number of SMEs is the highest among the OECD countries. A survey was conducted targeting SMEs with business sites in the Daegu−Gyeongbuk region. The results of the 2021 census on establishments conducted by Statistics Korea (2022) indicate that Korean SMEs account for 99.9% of all establishments. In the case of the Daegu−Gyeongbuk region, these figures are similar to those for South Korea. Specifically, 99.9% of businesses are SMEs, accounting for 90.9% of all employment and 99.8% of manufacturing businesses (including manufacturing and wholesaling/retailing).TaggedEnd TaggedPThe data were collected from the survey conducted among companies in Daegu and Gyeongbuk Province, Republic of Korea. A total of 400 questionnaires were distributed, 322 of which were returned and used for hypothesis testing. The survey was conducted both online and offline, with responses from 228 companies obtained via the online survey and responses from 94 companies obtained via the offline survey. Table 1 presents the respondents’statistics. The manufacturing industry had the highest composition ratio of the sample surveyed (68.9%). Among the manufacturing industries, companies producing goods such as automobile parts, household goods, food processing, and electronics/semiconductors occupied the largest share, reflecting the industrial characteristics of Daegu and Gyeongbuk. In terms of company history, companies existing for less than 20 years accounted for 20.5%, and those existing for less than 10 years accounted for 19.9%. Regarding sex, 74.5% of the respondents were male, which was significantly higher than females. the most common job type was business management (50.0%), followed by sales (17.1%) and manufacturing (12.1%).TaggedEnd TaggedPWe determined whether a difference exists in the value of the variables used in the study according to the age and sex of the respondents. We confirmed that no statistically significant difference exists (p<0.05) in all variables.TaggedEnd 5 TaggedEndH.-T. Yi, Y. Cho and F.E. Amenuvor European research on management and business economics 29 (2023) 100216 TaggedPOnly 17.1% of the respondents worked in sales departments. However, SMEs generally and experience labour shortages. Hence, one employee has to perform various tasks in addition to their main job, and therefore, they are well-aware of the operations of the sales department. When the respondents were divided into two groups and the average differences in the variables used in this study were compared, no statistically significant difference exists in the other variables except for sales performance (F-value of 5.687, p<0.05).TaggedEnd TaggedH24.3. Test for Non-response BiasTaggedEnd TaggedPConsistent with Armstrong and Overton (1977), we tested for non-response bias by comparing early and late respondents in terms of the number of employees, industry type, and respondent sex. We also determined the differences in the variables used in the online and offline surveys and found no statistically significant differences (P <0.05) in either case.TaggedEnd TaggedH24.4. Common Method BiasTaggedEnd TaggedPBecause we collected data from the same source using a selfreport questionnaire, there could be common method variance. For each item, we assessed the potential problems of the single-factor analysis (Podsakoff and Organ, 1986). As predicted, a single factor accounted for 39.8%, which was less than the cut-off of 50.0%, confirming the absence of common method bias. Furthermore, we used the full variance inflation factor (VIF) statistics to perform a multicollinearity test among the variables. The VIF value should be less than 3.3 to alleviate concerns about multicollinearity. Consequently, the analysis revealed that all VIF values ranged from 1.8 to 3.2.TaggedEnd TaggedH24.5. Reliability and Validity of VariablesTaggedEnd TaggedPA CFA was used to validate the measurement items because they were adapted from prior research. Regarding internal consistency, TaggedEndTaggedPthe Cronbach’s alpha values for the six constructs ranged from 0.868 to 0.972, whereas the standard estimates ranged from 0.761 to 0.945. Therefore, the constructs were sufficiently reliable psychometrically (Nunnally and Bernstein, 1978). For this analysis, the fit indices listed below were used to assess model fitness (model fit: x 2 =1563.365, df =997, x 2 /d. f.=1.568, RMR=0.034, RMSEA=0.042, CFI=0.835, NFI=0.917, IFI=0.968, TLI=0.965, CFI=0.968). All items were loaded on their respective constructs (Table 2), and each loading coefficient was greater than 0.5 and significant at the 0.01 level, indicating that all measurement scales have acceptable convergent validity (Anderson and Gerbing, 1988). We also performed a correlation analysis to ensure discriminant validity, and the constructs’AVEs exceeded the squared inter-construct correlations (Fornell and Larcker, 1981) (Table 3).TaggedEnd TaggedH24.6. Hypothesis TestTaggedEnd TaggedPThe analysis was performed using AMOS version 20.0. Using structural equation modelling techniques, the hypothesised model was evaluated in relation to sample data (Bentler and Dudgeon, 1996). In the analysis, each latent variable’s parameter estimate was limited to one with respect to the observed item (Arbuckle and Wothke, 1999). The maximum likelihood estimate was used to streamline the analyses. Table 4 presents the final model version and standardised path coefficient estimates. Each path is statistically significant (p<0.01, two-sided test). Consistent with Hair et al. (2020), the model fit indices for the structural model provide evidence of an acceptable model fit( x 2 =1575.4, df =1001, x 2 /d. f.=1.574, RMR=0.035, RMSEA=0.042, GFI=0.834, NFI=0.917, IFI=0.968, TLI=0.965, CFI=0.968).TaggedEnd TaggedPWe found a significant positive effect of IM on job satisfaction, supporting H1a (g=0.818, p<0.01). Contrary to H1b, we found an insignificant effect of IM on in-role behaviour (g=0.122, p>0.01). In support of H1c, we found a significant positive effect of IM on out-ofrole behaviour (g=0.436, p<0.01). To test whether IM has a stronger TaggedEnd Table 1 Descriptive Statistics of Respondents. Category N % Category N % Main Product Type health food 11 3.4 Type of Job R and D 28 8.7 education culture 6 1.9 management 161 50.0 metal steel 15 4.7 marketing 9 2.8 finance 2 .6 sales 55 17.1 hardware 24 7.5 manufacturing 39 12.1 semiconductor/robot/bio 11 3.4 quality control 5 1.6 beauty/beauty products 9 2.8 finance 9 2.8 household goods 39 12.1 etc 16 5.0 fibre 28 8.7 Export yes 141 43.8 smart factory 6 1.9 no 181 56.2 food processing 36 11.2 Sex male 240 74.5 web development 3 .9 female 82 25.5 clothing 13 4.0 Survey Method online 228 70.8 medicine 24 7.5 offline 94 29.2 printing/publishing/paper 8 2.5 Company Establishment Period less than 3 years 41 12.7 automotive parts 40 12.4 less than 5 years 27 8.4 electric/electronics 30 9.3 less than 10 years 64 19.9 consulting 8 2.5 less than 20 years 66 20.5 health 9 2.8 less than 30 years 62 19.3 Respondent Age 200s 56 17.4 more than 30 years 62 19.3 300s 105 32.6 Number of Employees 1 person 20 6.2 400s 106 32.9 less than 5 people 42 13.0 500s 51 15.8 less than 10 people 73 22.7 over 60 4 1.2 less than 30 people 72 22.4 Employment Period 3 years or less 125 38.8 less than 50 people 32 9.9 5 years or less 69 21.4 less than 100 people 23 7.1 10 years or less 71 22.0 less than 300 people 60 18.6 20 years or less 49 15.2 Industry Sectors manufacturing 222 68.9 30 years or less 6 1.9 manufacturing+ wholesale/retailing 84 26.1 over 30 years 2 .6 wholesale/retailing 16 5.0 6 TaggedEndH.-T. Yi, Y. Cho and F.E. Amenuvor European research on management and business economics 29 (2023) 100216 TaggedEndTaggedPeffect on out-of-role behaviours than in-role behaviours, we used a path coefficient value difference analysis to test the hypothesis. We found that the difference in the path coefficient values between the constrained and unconstrained models of IM, out-of-role behaviour, and in-role behaviour was significant with a Δx2 value of 10.922, supporting H1d. Additionally, consistent with H2a and H2b, we found a significant positive relationship between job satisfaction and both in-role (g=0.398, p<0.01) and out-of-role (g=0.462, p<0.01) behaviours. Moreover, contrary to the expected outcome for H3a, we found an insignificant relationship between in-role behaviour and customer satisfaction (g=0.018, p>0.01). However, we also found a significant positive effect of out-of-role behaviour on customer satisfaction (supporting H3b; g=0.738, p<0.01).TaggedEnd TaggedPTo test whether out-of-role behaviours have a greater impact on customer satisfaction than in-role behaviours, we used a path TaggedEndTaggedPcoefficient value difference analysis to test the hypothesis. We found that the difference in the path coefficient values between the constrained and unconstrained models of out-of-role behaviours, in-role behaviours, and customer satisfaction was significant with a Δx2 value of 24.533, supporting H3c. Contrary to H4a, we found an insignificant relationship between in-role behaviours and sales performance (g=0.013, p>0.01). However, we also found a significant positive effect of out-of-role behaviours on sales performance (g =0.581, p<0.01). Finally, to test whether out-of-role behaviours have a greater impact on sales performance than in-role behaviours, we used a path coefficient value difference analysis to test the hypothesis. We found that the difference in the path coefficient values between the constrained and unconstrained models of out-of-role behaviours, in-role behaviours, and sales performance was significant with a Δx2 value of 13.559, supporting H4c. Overall, except for H1b, TaggedEnd Table 2 Measurement Model. Item Construct St. estimate S.E. C.R. AVE CR Cronbach’sa External Representation Out-of-role Behaviour 0.916 0.714 0.879 0.953 Internal Influence 0.845 0.058 14.794 Service Delivery 0.768 0.056 11.880 Top Management Support Internal Marketing 0.803 0.682 0.949 0.972 Communication 0.870 0.048 20.977 Training 0.761 0.071 11.617 Reward System 0.816 0.071 12.878 Empowerment 0.874 0.065 14.106 TM Support 1 Top Management Support 0.936 0.848 0.954 0.961 TM Support 2 0.945 0.027 36.475 TM Support 3 0.922 0.034 28.910 TM Support 4 0.879 0.036 25.140 Communication 1 Communication 0.932 0.858 0.961 0.960 Communication 2 0.911 0.033 29.226 Communication 3 0.938 0.031 32.494 Communication 4 0.924 0.032 30.722 Training 1 Training 0.888 0.836 0.954 0.956 Training 2 0.909 0.034 30.033 Training 3 0.944 0.044 25.046 Training 4 0.916 0.046 23.295 Reward System 1 Reward System 0.915 0.828 0.953 0.951 Reward System 2 0.913 0.035 27.447 Reward System 3 0.910 0.037 27.141 Reward System 4 0.902 0.037 26.487 Empowerment 1 Empowerment 0.890 0.829 0.954 0.954 Empowerment 2 0.903 0.035 29.841 Empowerment 3 0.929 0.042 26.079 Empowerment 4 0.919 0.040 25.443 In-role 1 In-role Behaviour 0.832 0.755 0.954 0.929 In-role 2 0.854 0.046 22.547 In-role 3 0.924 0.052 20.617 In-role 4 0.862 0.054 18.856 Job Satisfaction 1 Job Satisfaction 0.880 0.802 0.952 0.941 Job Satisfaction 2 0.895 0.044 23.369 Job Satisfaction 3 0.904 0.044 23.906 Job Satisfaction 4 0.903 0.041 23.814 E-representation 1 External Representation 0.890 0.847 0.963 0.956 E-representation 2 0.937 0.038 27.402 E-representation 3 0.935 0.037 27.274 E-representation 4 0.919 0.040 26.055 Inter Influence 1 Internal Influence 0.858 0.789 0.948 0.941 Inter Influence 2 0.883 0.038 25.999 Inter Influence 3 0.927 0.047 23.216 Inter Influence 4 0.883 0.048 21.275 Service Delivery 1 Service Delivery 0.843 0.771 0.955 0.930 Service Delivery 2 0.885 0.050 20.558 Service Delivery 3 0.898 0.052 21.104 Service Delivery 4 0.886 0.052 20.628 C-satisfaction 1 Customer Satisfaction 0.824 0.626 0.917 0.868 C-satisfaction 2 0.716 0.067 13.865 C-satisfaction 3 0.859 0.061 17.505 C-satisfaction 4 0.758 0.058 14.916 S-performance 1 Sales Performance 0.935 0.862 0.953 0.949 S-performance 2 0.953 0.031 32.928 S-performance 3 0.896 0.034 27.439 7 TaggedEndH.-T. Yi, Y. Cho and F.E. Amenuvor European research on management and business economics 29 (2023) 100216 TaggedEndTaggedPH3a, and H4a, all hypotheses were supported. Table 4 summarises the findings.TaggedEnd TaggedH24.7. Additional AnalysisTaggedEnd TaggedPWe also used the Sobel test in this study to determine whether job satisfaction serves as a mediator. We found that job satisfaction had a significant mediating effect on the relationship between IM and inrole behaviours (Sobel’s z=4.322, SE=0.075, p<0.01) and between IM and out-of-role behaviours (Sobel’s z=5.462, SE=0.070, p<0.01).TaggedEnd TaggedH15. Discussion, Limitations, and ConclusionsTaggedEnd TaggedH25.1. DiscussionTaggedEnd TaggedPThis study investigated the relationships among IM, job satisfaction, in-role behaviours, out-of-role behaviours, customer satisfaction, and sales performance based on attitude theory (Bagozzi, 1992). The analysis yielded outcomes with theoretical and practical implications.TaggedEnd TaggedPFirst, as predicted, IM has a positive effect on job satisfaction. As an organizational activity in which employees actively respond to TaggedEndTaggedPoffers or requests, IM can improve their work concentration and confidence and their sense of job satisfaction.TaggedEnd TaggedPSecond, we hypothesised that IM has a positive effect on out-ofrole behaviour. If employees feel that their value is recognised by the organisation during the course of IM activities, they will further identify with the organisation, and consequently, perform their responsibilities more actively. We also hypothesised that IM has a positive effect on in-role behaviour; however, this hypothesis was not supported possibly because in-role behaviour is closely related to reward, which is a component of IM (Organ, 1988;Van Dyne and LePine, 1998). IM is more strongly influenced by factors that increase motivation for work than by factors that increase knowledge, skills, and abilities in job performance (Williams and Anderson, 1991).TaggedEnd TaggedPThird, we hypothesised that job satisfaction has a positive effect on both in-role and out-of-role behaviours. Furthermore, job satisfaction has an important mediating effect on the relationship between IM and both in-role and out-of-role behaviours. Employees who are satisfied with their jobs are more likely to engage in both in-role and out-of-role behaviours because job satisfaction plays a role in eliciting positive emotions and building loyalty to the organisation.TaggedEnd TaggedPFourth, we hypothesised that out-of-role behaviour improves both customer satisfaction and sales performance. Out-of-role employees strive to provide services that exceed customer TaggedEnd Table 3 Descriptive Statistics and Correlations. Mean St. d. (1) (2) (3) (4) (5) (6) Internal Marketing (1) 3.318 .804 1 .643 ** .392 ** .666 ** .559 ** .447 ** Job Satisfaction (2) 3.332 .838 1 .449 ** .704 ** .499 ** .432 ** In-role Behaviour (3) 3.840 .697 1 .650 ** .490 ** .403 ** Out-of-role Behaviour (4) 3.553 .713 1 .645 ** .551 ** Customer Satisfaction (5) 3.597 .668 1 .530 ** Sales Performance (6) 3.246 .921 1 **p<0.01; *p<0.05 TaggedEnd Table 4 Results of the Hypothesis Test. H(+/-) Path St. estimate S.E. C.R. Dx2 (1) difference Results H1a Internal Marketing !Job Satisfaction 0.818 ** 0.062 13.142 - Supported H1d H1b Internal Marketing !In-role Behaviour 0.122 0.088 10.922 Not Supported H1c Internal Marketing !Out-of-role Behaviour 0.436 ** 0.080 Supported H2a Job Satisfaction !In-role Behaviour 0.398 ** 0.087 3.675 - Supported H2b Job Satisfaction !Out-of-role Behaviour 0.462 ** 0.077 5.693 - Supported H3c H3a In-role Behaviour !Customer Satisfaction 0.018 0.068 24.533 Not Supported H3b Out-of-role Behaviour !Customer Satisfaction 0.738 ** 0.067 Supported H4c H4a In-role Behaviour !Sales Performance 0.013 0.105 13.559 Not Supported H4b Out-ofrole Behaviour !Sales Performance 0.581 ** 0.095 Supported **p<0.01; *p<0.05 8 TaggedEndH.-T. Yi, Y. Cho and F.E. Amenuvor European research on management and business economics 29 (2023) 100216