서비스 제공자의 감성지능,사회적 교환, 고객자산 간의 관계에 관한 연구

Abstract

Emotion is a major psychological force which may have a strong influence on clerks? behaviors and abilities to perform(Brown, Cron, and Sloeum, 1997), but only a few researches on how emotion should be interpreted and applied in marketing exchange have been conducted so far(Bagozzi, Gopinath, and Nyer, 1999). Although some studies have dealt with some particular emotions which are to be faced with in the marketing field such as fear and anxiety(Verbeke and Bagozzi, 2000), feeling good and excitement(Chitturi, Raghunathan, and Mahajan, 2008), and shamefulness and sense of guilty(Agrawal and Duhachek, 2010), it has been neglected to study the clerks themselves and their abilities to respond to and perceive consumers? emotions, not considering how those abilities act as variables in marketing exchange. Therefore, this study aims to demonstrate the role of emotional intelligence within the nomological network of major relationships depending on variables of marketing exchange. As it is considered important to grasp what effects emotional intelligence has on the exchange relationship in order to expand the meaning of marketing exchange, this study is to prove the fact that emotional intelligence is a crucial factor in marketing exchange relationship by demonstrating that as the level of emotional intelligence marks higher, the positive influential relationship in social exchange and customer equity will be improved. To achieve this purpose effectively, this study arranged two distinct study models from the perspectives of internal customer and external customer, and analyzed them substantially by examining various literatures and using a questionnaire. More specifically, for better understanding, it obtained data from related domestic and foreign books, theses, a variety of publications, and statistic data, which were later synthesized to be put to use in this study. Also, it examined previous studies and related theories about the definitions as to emotional intelligence, social exchange, customer equity, and empathy along with ones about relationships between emotional intelligence and social exchange, from which construct factors of each variable were identified. Based on these theoretical bases, it then presented emotional intelligence as an influencing factor of social exchange and the model of influencing relationship ranged from these factors to customer equity, analyzing the correlation among those factors. To identify how emotional intelligence of service providers, which had been our top priority, affects two aspects-internal customer and external customer-respectively, this study performed two analyses simultaneously divided into Model 1 : emotional intelligence of a service provider-social exchange(one with the organization, the other with the manager)-internal customer equity, and Model 2 : emotional intelligence of a service provider-social exchange(one with the corporation, the other with the service provider)-external customer equity. The results of this study were as followed ; First of all, in the linear correlation between four factors comprising emotional intelligence(self-awareness, self-management, social ?awareness, and relationship-management)and two factors of social exchange with the internal organization(social exchange with the organization and social exchange with the manager)of Model 1, social exchange with the manager appeared to be statistically significant in the all paths except one with self-awareness. In case of social exchange with the organization, it was only significant in the path of self-awareness. These reflect a service provider as a main body of exchange tends to exchange socially with managers who can be contacted directly as human beings more multi-dimensionally rather than the organization which is difficult to interact and have empathy with. Especially, the result that only ?self-awareness? was no significant among all the other factors in social exchange with the manager displays that a general characteristic of a social member that the person under control of managers in an organization tries to manage his or her psychological state(self-awareness), be aware of others? emotions in the organization(social-awareness), and have good relationships with others(relationship-management) rather than perceive his or her own psychological state and act on it. Conversely, in social exchange with the organization, only self-awareness among the other factors was shown significant, indicating that as an organization is not a person, which means it is difficult to have an exchange or emotional reward, a service provider tends to concentrate more on his or her position and emotion within the organization, not feeling any exchanges with the organization. Secondly, the correlation between social exchange with the manager and with the organization as construct factors of social exchange was verified and appeared to be significant. This demonstrates that the relationship with a manager who is an internal primary contact person of a service provider have an influence on social exchange with the organization of the upper system. Thirdly, this study verified the correlation between social exchange with the internal organization(social exchange with the organization and social exchange with the manager) and customer equity(value equity, brand equity, and relationship equity), resulting in all but manager-social exchange -relationship equity appeared to be statistically significant. From this result, it can be said that a service provider internalizes the value of the organization which he or she works for by exchanging socially with the organization and the manager. Consequently, a service provider, indeed, acts as not only a giver who provides merely a service and product, but also an intermediate consumer by internalizing a variety of value which the firm tries to provide. In Model 2 viewed from the external customer, first, the linear correlation between four factors of emotional intelligence (self-awareness, self-management, social?awareness, and relationship-management) and two factors of social exchange with the external customer(social exchange with the service provider and social exchange with the corporation) was analyzed and two paths of self-awareness and relationship-management were significant in social exchange with the service provider. In case of social exchange with the corporation, all but one path with social-awareness were shown as significant. From these results, the a service provider? ability needed by customers is to control well his or her own emotion and have a harmonious relationship with the external customer. Such exchanges of service providers? emotions with external customers play an important role in exchange relationships between companies and customers. Secondly, the correlation between social exchange with the manager and the organization as construct factors of social exchange was verified and shown as significant. This means the image delivered by the service provider to external customers extended further to the corporation. Lastly, in the correlation between social exchange with the external customer(social exchange with service provider and social exchange with corporation) and external customer equity(value equity, brand equity, and relationship equity), all paths appeared to be statistically significant. From this result, it can be defined that the emotion of a service provider who is in the final step of direct contact with customers has an effect on social exchange with the external customer, during the process of which, some positive emotions arise from the service provider, who ultimately is made to package and deliver the value which the corporation intends to provide for its customers in more desirable way.