Although proactive customer service performance (PCSP) is widely regarded as advantageous for both customers and organizations, its effects on observers remain unclear. Using cognitive appraisal theory, this study aims to investigate how cooperative versus competitive goal interdependence influences whether observers interpret a coworker’s PCSP as a challenge or a threat, resulting in different interpersonal responses.
The study examined the proposed model across two complementary studies: a three-wave field survey of employees in China and a 2 × 3 scenario experiment involving Chinese hospitality employees.
Results show that coworkers’ PCSP may be evaluated differently depending on goal interdependence. In cooperative goal settings, a colleague’s PCSP usually evokes challenge appraisals, which promote social learning. In contrast, under competitive goal structures, the same PCSP often triggers threat appraisals, leading to social undermining.
Managers should position PCSP as a contribution to shared service goals and foster cooperative goal interdependence. They should also avoid overly competitive practices, such as excessive individual rankings and zero-sum rewards, and instead use PCSP as a learning opportunity for coworkers.
This study advances PCSP research by shifting the focus from an actor-centered to an observer-centered perspective, highlighting how a colleague’s PCSP influences observers’ social learning and social undermining.
