Does the employee–customer satisfaction link hold for all employee groups?

Increasingly, retailers nowadays have to focus on service marketing strategies and tactics to differentiate themselves from their competitors. Delivering high levels of service quality becomes crucial for long-term success. Since customers' perception of service quality depends very much on the interaction between the customer and the employee, this study analyzes the link between employee and customer satisfaction in more detail. Moreover, based on three different theories that prior research has used, it investigates whether or not the level of customer contact is a determinant of the existence or the intensity of the employee–customer satisfaction link. Analysis of dyadic data from 53,645 customers and 1659 employees across 99 outlets of a large German Do-It-Yourself (DIY)-retailer shows that employee job satisfaction affects customer satisfaction even for employee groups that are not in direct interaction with customers, although effects seem to be slightly stronger for high interaction groups. Implications for research and management are discussed.

An examination of moderator effects in the four-stage loyalty model

Oliver’s 1997 four-stage loyalty model proposes that loyalty consists of belief, affect, intention, and action. Although this loyalty model has recently been subject to empirical examination, the issue of moderator variables has been largely neglected. This article fills that void by analyzing the moderating effects of selected personal and situational characteristics, using a sample of 888 customers of a large do-it-yourself retailer. The results of multi-group causal analysis suggest that these moderators exert an influence on the development of the different stages of the loyalty sequence. Specifically, age, income, education and expertise, price orientation, critical incident recovery, and loyalty card membership are found to be important moderators of the links in the four-stage loyalty model. Limitations of the study are outlined, and implications for both research and managerial practice are discussed.

Switching barriers in the four-stage loyalty model

Oliver (1997) suggests a four-stage loyalty model proposing that loyalty consists of belief, affect, intentions, and action. Although this model has recently been subject to empirical examination, the issue of moderator variables has been largely neglected. This article fills that void by analyzing the moderating effects of switching barriers, using a sample of 589 customers of a large do-it-yourself (DIY) retailer. The results suggest that these moderators exert an influence on the development of the different stages of the loyalty sequence. Specifically, switching costs, social benefits, and attractiveness of alternatives are found to be important moderators of the links in the four-stage loyalty model.

Customer equity drivers and future sales

Research on linking operational marketing inputs to customer attitudes and customer behavior has been gaining significance concomitant with the growing recognition that customers are market-based assets. In response to this, researchers and practitioners have proposed several conceptual models. Despite recent advances in research, the results are still inconclusive as to the relationship between customer attitude and future sales. A reason for this could be due to the paucity of studies combining survey-based data with behavioral data to understand better the drivers of customer behavior. With that in mind, the authors investigate the effects of customer perceptions of key marketing actions on customer attitudes and actual customer behavior as reflected by future sales. The authors propose that customer perceptions of value, brand, and relationship—“customer equity drivers”—affect loyalty intentions and future sales. The results of the study, which is based on a sample of 5694 customers of a large European do-it-yourself retailer, suggest that customer equity drivers can significantly predict future sales, even after the authors control for the current sales level.

A method for systematic artifact selection decision making

Artifact selection decisions typically involve the selection of one from a number of possible/candidate options (decision alternatives). In order to support such decisions, it is important to identify and recognize relevant key issues of problem solving and decision making (Albers, 1996; Harris, 1998a, 1998b; Jacobs & Holten, 1995; Loch & Conger, 1996; Rumble, 1991; Sauter, 1999; Simon, 1986). Sauter classifies four problem solving/decision making styles: (1) left-brain style, (2) right-brain style, (3) accommodating, and (4) integrated (Sauter, 1999). The left-brain style employs analytical and quantitative techniques and relies on rational and logical reasoning. In an effort to achieve predictability and minimize uncertainty, problems are explicitly defined, solution methods are determined, orderly information searches are conducted, and analysis is increasingly refined. Left-brain style decision making works best when it is possible to predict/control, measure, and quantify all relevant variables, and when information is complete. In direct contrast, right-brain style decision making is based on intuitive techniques—it places more emphasis on feelings than facts. Accommodating decision makers use their non-dominant style when they realize that it will work best in a given situation. Lastly, integrated style decision makers are able to combine the left- and right-brain styles—they use analytical processes to filter information and intuition to contend with uncertainty and complexity.

A method for systematic artifact selection decision making

Artifact selection decisions typically involve the selection of one from a number of possible/candidate options (decision alternatives). In order to support such decisions, it is important to identify and recognize relevant key issues of problem solving and decision making (Albers, 1996; Harris, 1998a, 1998b; Jacobs & Holten, 1995; Loch & Conger, 1996; Rumble, 1991; Sauter, 1999; Simon, 1986). Sauter classifies four problem solving/decision making styles: (1) left-brain style, (2) right-brain style, (3) accommodating, and (4) integrated (Sauter, 1999). The left-brain style employs analytical and quantitative techniques and relies on rational and logical reasoning. In an effort to achieve predictability and minimize uncertainty, problems are explicitly defined, solution methods are determined, orderly information searches are conducted, and analysis is increasingly refined. Left-brain style decision making works best when it is possible to predict/control, measure, and quantify all relevant variables, and when information is complete. In direct contrast, right-brain style decision making is based on intuitive techniques—it places more emphasis on feelings than facts. Accommodating decision makers use their non-dominant style when they realize that it will work best in a given situation. Lastly, integrated style decision makers are able to combine the left- and right-brain styles—they use analytical processes to filter information and intuition to contend with uncertainty and complexity.

User involvement in UK cancer services:bridging the policy gap

Recent UK government initiatives aim to increase user involvement in the National Health Service (NHS) in two ways: by encouraging service users to take an active role in making decisions about their own care; and by establishing opportunities for wider public participation in service development. The purpose of this study was to examine how UK cancer service users understand and relate to the concept of user involvement. The data were collected through in-depth interviews, which were analysed for content according to the principles of grounded theory. The results highlight the role of information and communication in effective user involvement. Perhaps more importantly, this study suggests that the concept of user involvement is unclear to many cancer service users. This paper argues the need for increased awareness and understanding of what user involvement is and how it can work.

When electronic management tools work - and don't work - in social-based distribution channels:a study of IT manufacturers and resellers

Electronic information tools have become increasingly popular with channel manufacturers in their efforts to manage resellers. Although these tools have been found to increase the efficiency of communications, researchers and practitioners alike have questioned their effectiveness. To investigate how top-down electronic information affects social channel relationships we consider the use of such tools in information technology distribution channels. Using electronic communications theory and channel governance theory we hypothesize that the usefulness of the tools is a function of the type of information inherent in each tool (demand creation information or supply fulfillment information) and the particular communications characteristics of this information.

Career development and careerist orientation to work:it's a question of trust, isn't it?

Presentation

The dark side of the internet:protecting yourself and your family from online criminals

In less than a decade, personal computers have become part of our daily lives. Many of us come into contact with computers every day, whether at work, school or home. As useful as the new technologies are, they also have a darker side. By making computers part of our daily lives, we run the risk of allowing thieves, swindlers, and all kinds of deviants directly into our homes. Armed with a personal computer, a modem and just a little knowledge, a thief can easily access confidential information, such as details of bank accounts and credit cards. This book helps people avoid harm at the hands of Internet criminals. It offers a tour of the more dangerous parts of the Internet, as the author explains who the predators are, their motivations, how they operate and how to protect against them. In less than a decade, personal computers have become part of our daily lives. Many of us come into contact with computers every day, whether at work, school or home. As useful as the new technologies are, they also have a darker side. By making computers part of our daily lives, we run the risk of allowing thieves, swindlers, and all kinds of deviants directly into our homes. Armed with a personal computer, a modem and just a little knowledge, a thief can easily access confidential information, such as details of bank accounts and credit cards. This book is intended to help people avoid harm at the hands of Internet criminals. It offers a tour of the more dangerous parts of the Internet, as the author explains who the predators are, their motivations, how they operate and how to protect against them. Behind the doors of our own homes, we assume we are safe from predators, con artists, and other criminals wishing us harm. But the proliferation of personal computers and the growth of the Internet have invited these unsavory types right into our family rooms. With a little psychological knowledge a con man can start to manipulate us in different ways. A terrorist can recruit new members and raise money over the Internet. Identity thieves can gather personal information and exploit it for criminal purposes. Spammers can wreak havoc on businesses and individuals. Here, an expert helps readers recognize the signs of a would-be criminal in their midst. Focusing on the perpetrators, the author provides information about how they operate, why they do it, what they hope to do, and how to protect yourself from becoming a victim.

The science of writing an article – or is it art?

Getting your work published is an important aim for anyone undertaking research. This paper described how to prepare your work for peer review. Some recommendations are detailed i.e ensure yourself that your work is of good quality, decide is which journal you want to submit it to, follow the required style and be structured. Finally, a few tips and the reviewer's checklist are reminded.