Navigating role conflict: Implications for service sabotage in customer success management

Drawing on the self-determination, conservation of resources, and self-regulation theories, this research examines the impact of role conflict faced by customer success managers (CSMs) in regard to service sabotage through a structural equation modeling (SEM) analysis. Results from testing a moderated mediation model provide support for the relationship between this role-stressor and service sabotage, the mediating effects of job dissatisfaction on this relationship, and the moderating effects of the respondent's emotional intelligence on the mediated relationship. As such, business-to-business (B2B) suppliers should develop strategies to mitigate role conflict faced by CSMs by aligning internal teams to prevent excessive task delegation to CSMs, promoting open communication that could encourage discussions regarding role-related issues, and a potential restructuring of the hiring process. These actions could engender a stress-free work environment that helps companies champion customer success and catalyze a resounding positive impact on the company's financial performance. • First empirical study linking Customer Success Manager (CSM) role conflict to service sabotage. • Role conflict drives sabotage directly and through job dissatisfaction. • Emotional intelligence reduces the indirect effect of role conflict. • Integrates self-determination theory, conservation of resources theory, and self-regulation theory into a unified framework. • Offers managerial strategies to preempt CSM stressors and safeguard success.