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This study aims to examine the impact of website design, reliability and perceived ease of use as an engagement motivational factors on customer e-trust and e-retention in online shopping.

By using deductive approach, quantitative methods and purposive sampling technique, this study has collected the data from 295 young online customers to enhance an understanding of website design, reliability and perceived ease of use in an online shopping context.

The findings revealed interesting insights where reliability is the most significant predictor of customer e-trust in online shopping, followed by perceived ease of use and website design. In addition, a significant mediating effect of e-trust is found between customer e-retention, website design, reliability and perceived ease of use.

Future research is recommended to predict the antecedents of online engagement motivational factors with value co-creation and co-creation experience in online shopping context.

This study offers fresh insights about driving elements and impediments of online customer retention. Customer engagement comprising of website design, reliability and perceived ease of use appear to influence the online customer retention through direct and indirect effect.

The main purpose of this paper is to highlight the significance of TAM factors in the light of some external factors on students' e‐retention and the mediating role of e‐satisfaction within United Arab Emirates (UAE) e‐learning context.

The relative importance of TAM factors was examined, as well as enjoyment and blackboard design on students' e‐satisfaction and e‐retention. The survey was designed and administrated using face‐to‐face method. Data were collected from a convenient sample of students who use blackboard system. AMOS 6 was used to test for the hypothesized relationships.

Perceived usefulness has a direct and positive relationship with students' e‐satisfaction and e‐retention while perceived ease of use has only a direct relationship with students' e‐retention. Design features and enjoyment have only a significant relationship with students' e‐satisfaction without any direct relationship with students' e‐retention. Finally, students' e‐satisfaction has a direct relationship with students' e‐retention.

This research has only surveyed students from one university in UAE. Further testing of the proposed conceptual model across different industries and countries is needed to determine the generalisability and consistency of this study's findings.

The proposed model of students' e‐retention prediction has the potential to help UAE university managers to understand some of the factors influencing students' behaviours and attitudes toward e‐learning systems. This will lead to improving the education quality within the context of UAE.

This paper is a significant trial in how TAM factors and other external factors might influence students' e‐satisfaction and e‐retention within UAE e‐learning context.

The purpose of this study is to concurrently test the effect of cognitive absorption and perceived social presence on technology acceptance model core variables, e-satisfaction and e-retention among undergraduate students of Northern Malaysian public universities.

To empirically test the model, the authors developed quantitative research by collecting data from 730 undergraduate students of public universities in the Northern states of Malaysia. Partial least squares–structural equation modeling was used to analyze the data.

The results of the study reveal that cognitive absorption has a direct significant and positive effect on perceived usefulness and perceived ease of use of e-learning platforms and an indirect effect on e-satisfaction and e-retention. Equally, perceived social presence has a direct positive and significant effect on perceived ease of use and an indirect effect on e-satisfaction and e-retention, while e-satisfaction positively and significantly influences electronic retention. However, perceived social presence has an insignificant effect on perceived usefulness.

The findings of this study provide insights to practitioners, academia and university management, policymakers, designers and marketers on how to use the selected variables to improve the e-learning systems generally, and LearningZone Moodle in particular.

Several studies have been conducted in the domain of electronic learning; none of them, however, concurrently linked cognitive absorption and perceived social presence with technology acceptance model core factors to predict e-satisfaction and e-retention using LearningZone Moodle. This study helps the research community to fill this gap as the literature lacks a concerted discussion concerning these variables to significantly predict e-satisfaction and e-retention in an online learning context.

The purpose of this paper is to investigate the nature of commitments of local employees to a parent company and a local operation in comparison to the nature of commitment of Western expatriates to the two foci.

Data were collected by questionnaire from 532 local employees and 471 Western expatriates currently working for the subsidiaries of multinational companies (MNCs) in Vietnam. Hypotheses were tested using exploratory factor analyses, confirmatory factor analyses, correlation analyses, t-test, generalized linear models and hierarchical regression.

The results confirmed two distinct commitment foci and revealed that the commitment to the local operation was stronger than the commitment to the parent company for local employees. Remarkably, retention and absenteeism are more driven by local operation commitment than by parent company commitment for the local employees. In contrast, these outcomes are more driven by parent company commitment for the Western expatriates. Working conditions (job autonomy, job variety, transformational leadership and remuneration) positively predicted affective commitment to the local operation for both groups; particularly job variety and leadership were better predictors for local employees than for Western expatriates.

The comparison shows effective and specific ways to sustain and reinforce the commitments of each employee group with regard to two foci. This information may help to reduce the rate of turnover intention and absenteeism in MNCs.

By using a multifaceted approach, this study provided a comparison of dual organizational commitment for different categories of employees working in MNCs. Second, this study shows that the stronger commitment focus has a stronger influence on related outcomes (i.e. retention and absenteeism). If so, MNCs can focus on reinforcing the selected commitment focus in order to reduce the costs of management. Third, the study has initially pointed out that some work factors exert a specific influence on different commitment foci in the two groups. Controlling these work conditions is recommended to sustain and develop commitment levels of the two groups.

The purpose of this paper is to explore why and how sharing economy users switch from consumer (e.g. Airbnb guest) to provider (e.g. Airbnb host), and how this helps enrich self-determination theory.

The authors conducted an exploratory study with users who had been consumers (i.e. Airbnb guests) and had switched to being providers (i.e. Airbnb hosts).

Consumers switch to being providers across four phases: “catalysts”, “enablers”, “drivers” and “glue”. The authors identify various extrinsic and intrinsic motivations unique to the switch and map these against motivators postulated by self-determination theory.

The authors propose a four-phase process through which consumers become providers. The present study enriches self-determination theory by showing how users' psychosocial needs are addressed through a variety of intrinsic and extrinsic factors that are unique to the role switch. The authors further show how the importance of the three key psychosocial self-determination needs varies through the switch process, thus providing a more nuanced understanding of users' drive for self-determination.

This study offers several recommendations to help sharing economy platforms improve their processes and communication to encourage a greater number of consumers to switch roles and become providers. These recommendations address two aspects: (1) encouraging consumers to switch roles and become providers (i.e. acquisition) and following this (2) encouraging providers to continue to perform that role (i.e. retention).

Much research has investigated why users become consumers (e.g. Airbnb guests) or providers (e.g. Airbnb hosts) in the sharing economy. However, research to date has not fully embraced the two-sided nature of the sharing economy. Therefore, this is the first paper to explore why and how consumers switch roles and become providers in the sharing economy, and how this helps enrich self-determination theory.

In responding to competitors' strategic choices, firms must choose whether to allocate their customer relationship management (CRM) resources primarily to retaining existing customers or to acquiring new customers. To address this critical but understudied question, the authors examine the strategic choices of two competing firms between retention- and acquisition-focused strategies in consideration of switching costs, technological advancement level, and market share.

The authors develop and analyze a game-theoretic model to investigate the strategic choices of two competing firms between retention- and acquisition-focused strategies.

When switching costs are high, findings show that when the degree of technological advancement is high (low), both firms should employ acquisition-focused (retention-focused) strategies to maximize their profits. When switching costs are low and there are a low degree of technological advancement and asymmetric market shares, the firms choose retention-focused strategies in equilibrium, but only the firm with the higher market share can maximize its profit. When switching costs are low, technological advancement levels are high, and the market shares are asymmetric, the firm with the higher market share chooses a retention-focused CRM strategy, while the rival with lower market share adopts an acquisition-focused strategy in equilibrium. However, neither firm can maximize its profits.

Prior research focused on a single firm's price discrimination decision without considering a competitor's strategic choice. To address this research gap, the authors examine where firms should assign their CRM resources (retention vs. acquisition) in response to a competitor's CRM strategy. This study provides guidance for optimal decision-making regarding a firm's CRM resource allocation in a duopoly market.

The purpose of this paper is to examine how goal achievement and goal exceedance influence the aspects of loyalty in logistics outsourcing relationships. Specifically, it aims to develop and test a model of customer loyalty across two cultures to determine if dedicated strategies for building loyalty are required.

This effort develops a conceptual model that provides a better understanding of the relationship between two dimensions of logistics outsourcing performance (goal achievement and goal exceedance) to loyalty across cultures. The model is then tested using structural equation modeling along with multi‐group analysis.

The findings indicate that goal achievement strongly influences the loyalty aspects of retention and referrals, but not extension. Meanwhile, all three dimensions of loyalty were influenced by goal exceedance of the logistics provider. Further, goal achievement was found to have a stronger effect on retention only, with goal exceedance demonstrating a stronger influence on extension and referrals. In addition, cultural differences in the model were identified.

Future research should examine more transactional settings as well as other potential moderators that may be consequential to the examination of loyalty formation.

The findings suggest that logistics service providers (LSPs) need to have an appreciation for the differences between goal achievement and goal exceedance as it relates to loyalty formation. In addition, LSPs need to adapt their performance goals based on cultural differences that may exist across their markets.

The close examination of the two dimensions of outsourcing performance on three aspects of loyalty behavior builds on the extant literature. The examination across the two national settings provides yet another contribution of the study.

The purpose of this paper is to perform a meta-bibliometric analysis of the banking service quality and to provide various research streams. Another goal is to provide future research questions to explore these areas in more detail.

The authors used three major academic databases (Scopus, ProQuest and EBSCO) from 1980–2021 and found 226 papers, where they performed the meta-bibliometric analysis by performing co-citation analysis, co-authorship analysis, cartographic analysis and content analysis.

The SERVQUAL model is the most used conceptual framework and model to study banking service quality. Structural equation modeling (SEM), followed by partial least squares SEM, is a majorly used method. There are three research streams in the literature: retail banking service quality, internet banking service quality and mobile banking service quality. Retail banking is the most studied stream, whereas mobile banking is the least studied stream. The study on banking service quality was initially conducted in developed markets, and later in emerging markets. All three streams have scope for further exploration, and hence, 44 future research questions have also been proposed.

This study has implications for bank managers, academicians and future researchers.

This study is unique in that it examines the meta-bibliometric dimensions of banking service quality and provides directions for future research for academicians and researchers.

After identifying those underlying consumer value dimensions associated with the private game reserve experience, and their contribution to visitors’ behavioral intentions, the purpose of this paper is to compare managers’ and visitors’ perceptions of value experienced and value delivered.

Two similar questionnaires with five-point Likert scales gathered the perceptions of 30 managers and 162 visitors. Data analysis included factor analysis, multiple regression analysis and an independent-samples t-test.

Consumer value comprises seven dimensions. Managers’ perceptions of value delivered exceeded visitors’ perceptions of value experienced on all seven dimensions. Statistically significant differences existed for emotional value, monetary price, behavioral price, novelty and social value, but not for reputation and quality.

Results cannot be generalized and must be interpreted with caution due to the small samples and the South African wildlife focus. The resulting measuring scale can be further refined and applied to a larger sample of reserves and visitors in an international environment, particularly in African countries known for wildlife tourism.

The results suggest a need to align managers’ and customers’ perspectives to optimize consumer value. Identifying perception gaps will prevent resources being spent on elements not valued by customers, and closing gaps will help improve visitor satisfaction and retention.

Few studies have examined consumer value in a wildlife context, or simultaneously from a manager and customer perspective. This study identified latent value dimensions and gaps in value perceptions associated with private game reserves.

The purpose of this paper is to examine learning strategies for competence development at the enterprise level, and how these can be actualised in practice. The authors focus on three influential aspects, namely: the highest valued employee skills, main triggers for learning and investment in learning, as well as the most successful types of learning.

The empirical research was designed according to abductive reasoning. The data draw on research we undertook between 2013 and 2015, including semi-structured interviews with management, human resources and union representatives, as well as questionnaire responses from a total of 31 EU and 163 EU-competitors, across 53 industries and 22 countries.

Competence development requires flexible, learner-centred strategies for initiatives that respond to immediate business needs. Additionally, despite soft competences being so highly valued and sought after, investment (financial and other) by enterprises in developing them is low, relative to the investments poured into hard competences. Also, there is a clear employee demand gap for learning that develops soft competences.

Findings and recommendations are based on a large-scale empirical study, providing state-of-the-art knowledge, upon which we can renew our current learning strategies in workplaces.