Coping with multiple expectations in boundary-spanning roles: How and when bank managers strive for customer satisfaction

We used multisource qualitative and longitudinal quantitative data at Pecunia to build and test theory about the mechanisms through which organizational identification enhances CS. In Study 1, we collected qualitative data from 118 interviews to identify organizational and personal mechanisms through which membership promotes CS by enabling employees to have more control over and beyond their CS. In Study 2, we utilized data from 2,264 Pecunia bank managers to test the organizational identification – CS relationship, as mediated by the perceived behavioral control mechanism and moderated by the external locus of control and frequency of meetings identified in the qualitative data.