The impact of support on employees’ adaptive behavior: a moderated mediation model

Abstract

Purpose – Drawing on the social exchange theory, this study focuses on the impact of perceived organizational support (POS) and perceived supervisor support (PSS) on employees’ adaptive (selling) behavior in a personal selling context. As part of the support-adaptive behavior relationship, the authors also explore the mediating role of psychological empowerment and the moderating role of customer orientation (CO). Design/methodology/approach – Data were collected from 200 salespeople from the financial and pharmaceutical sectors in Turkey. Hypotheses were tested with hierarchical multiple regressions and hierarchical moderated regressions. Findings – Supported salespeople feel more empowered in their jobs and show adaptive (selling) behavior. Our results also show that the impact of support on adaptive selling behavior through empowerment is stronger for salespeople with low CO. Research limitations/implications – This study has two limitations: the generalizability of its findings and cross-sectional design. Still, it significantly contributes to support, empowerment and adaptive behavior literature. Practical implications – By creating a supportive work environment and by training their managers to improve their support skills, organizations boost their employees’ adaptability. Both of these support practices motivate employees to use their discretion in sales situations. Organizations should also evaluate and manage their employees’ level of CO by conducting company surveys and by increasing top management communication. Originality/value – This study tests the mediating role of psychological empowerment on the relationship between POS, PSS and adaptive behavior in the understudied personal selling context. The authors also test the moderating role of CO in the proposed model.