Search results

Consensus on how value dimensions are drivers of overall perceived value is a widespread reality in consumer behaviour literature. But scanty research has been done on which of these value dimensions best predict customer loyalty. The purpose of this paper is to propose a causal model that examines how PERVAL dimensions of value affect customers’ loyalty, through both cognitive and affective satisfaction.

The model is tested on a sample of 820 Spanish retail customers and the findings suggest that product quality and value for money (cognitive) impact customer loyalty through emotional and social value (affective), with significant direct and indirect effects through both cognitive and affective satisfaction.

Notably, the results highlight the mediating role of shoppers’ emotional and social value on the linkages between satisfaction and loyalty. Therefore, this study has proved the embedded impact of value dimensions on overall satisfaction and behavioural intentions in a cognitive-affective-behavioural framework.

Managerially, retailers who intend to build long-term relationships with their customers will benefit by investing in emotional factors along with cognitive factors, on the assumption that cognitive factors lead to emotional factors, and that both affect loyalty to the service provider through cognitive and affective satisfaction.

This work can be said to have made two substantial contributions to previous literature. First, the old but constantly renewed dichotomy between utilitarian and hedonic attributes in retailing has emerged in the work, in the sense that different value dimensions (two utilitarian, one hedonic and one social) have been proved to be differently related to customer satisfaction (both cognitive and affective), and indirectly to customer loyalty. And second, this work has also proved the existence of a chain of effects between value dimensions: product quality and value for money to emotional value, and this to social value.

This paper aims to examine the nature of the relationship between internal marketing (IM) and customer orientation, with the mediating role of job satisfaction and affective commitment. The study encompasses workers of the service sector in Bahrain.

In total, 300 questionnaires were distributed, using a simple random sample, to employees of different service industries. The response rate was (73%). Simple and multiple regressions were used to analyze the data and test hypotheses.

The main findings of the study reveal a significant positive relationship between IM practices and customer orientation. It also indicates a significant positive effect of one of IM practices, internal communication, on customer orientation. The regression confirms a significant positive effect of IM on job satisfaction and affective commitment. Furthermore, the effect of job satisfaction and affective commitment on customer orientation were demonstrated. In addition, the results show a mediating effect of job satisfaction and affective commitment on the path of the relationship between IM and customer orientation, which was full for job satisfaction and partial for affective commitment.

This paper was trying to address a societal problem, the mediating role of job satisfaction and affective commitment in the direct path along the relationship between IM and customer orientation in the private sector in Bahrain. This cannot be done in a vacuum, as all research builds upon previous work. A deep literature review of books and journals on what is known so far about the problem was a guide to lead us to focus on filling the gaps in the knowledge about such a problem.

Although much of the research has examined the positive relationship between memorable tourism experiences (MTEs) and tourist satisfaction, little research has attempted to analyze the double mediating effects of cognitive and affective responses and the moderating effects of tourism motivation on the relationship. To address these gaps, this study developed a theoretical framework including MTEs, cognitive response, affective response, tourism motivation and tourist satisfaction with golf tourism using a stimulus-organism-response (SOR) theory.

The author collected data from domestic and international tourists that attended amateur golf tournaments for non-commercial purposes as amateur athletes in Jeju and Gunsan, South Korea, in 2022. Construct validity of the measurement scale was verified by confirmatory factor analysis, factor loadings, average variance extracted and construct reliability. The reliability of the measurement scale was verified by Cronbach's analysis. The current study utilizes structural equation modeling with maximum likelihood estimation to analyze the positive relationships and double mediating effects. Jamovi statistical software was also used to conduct a moderation analysis.

The findings displayed the significant impacts of MTEs on cognitive response, affective response, and tourist satisfaction, and the positive impacts of cognitive response and affective response on tourist satisfaction. Moreover, cognitive and affective responses were found to partially mediate the aforementioned relationships and golf tourism motivation moderated the aforementioned paths.

The current study shows that there is a double mediating role of the cognitive and affective responses and moderating role of tourism motivation on the relationship between MTEs and tourist satisfaction and explores golf tourists who participate in an amateur golf tournament for non-commercial purposes as amateur athletes, which has largely been ignored in golf tourism research.

The purpose of this paper is to extend the “Happy-Performing Managers” thesis to show that managers’ job-related affective well-being and affective job satisfaction mediate the impact of their role stressors (ambiguity, conflict and overload) on their contextual job performance.

Results from an online survey of 305 managers from the private, public and third sectors in Western Australian support most of the hypotheses. The psychometric properties of all the scales were analysed using confirmatory factor analysis and the conceptual model was tested using structural equation modelling.

Role stressors have a direct negative effect on the managers’ affective well-being and affective job satisfaction, which, in turn, mediate the negative effects of the three role stressors on the managers’ contextual performance.

Conceptual and managerial contributions along with methodological limitations and future research directions are discussed.

Contemporary managers face a wide range of intrinsic and extrinsic role and environmental stressors. This research suggests that organisations may need to redesign manager roles to reduce their role stressors (ambiguity, conflict and overload) in order to optimise their contextual performance.

This paper aims to explore some of the effects of belonging to a virtual brand community on consumer behaviour. It also proposes the concept of belonging as a three‐dimensional construct.

The paper proposes that belonging to a virtual community has positive effects on consumer satisfaction, affective commitment and word‐of‐mouth behaviour. After validation of the measurement scales the hypotheses are contrasted through modelling.

The data show that belonging to a virtual community may enhance consumer satisfaction, affective commitment and word‐of‐mouth advertising towards the brand around which the community is developed. In addition, the paper introduces a third dimension to the construct of belonging, called non‐participative belonging. Active participative belonging influences the level of satisfaction and affective commitment more positively than passive and non‐participative belonging.

Data were obtained through surveys, web surveys and online interviews. There were also limitations of sample size and sampling procedure.

Managers may enhance consumer satisfaction, affective commitment and word‐of‐mouth advertising by developing virtual brand communities and promoting consumers' participation in them.

Previous works that have focused on virtual brand communities have never concentrated on virtual brand communities within Facebook. In addition, prior to this study, belonging to a virtual brand community was a two‐dimensional construct: active and passive participative belonging. The paper identifies a third dimension as non‐participative belonging. Thus this paper offers new areas for future research.

The purpose of this paper is to emanate from an enduring stream of research into individual performance and organisational productivity where happy employees are believed to perform better. Decades of research have been unable to establish a strong link between workplace happiness and performance. A variation on the enduring employee happiness‐productivity debate is evolving the “happy‐performing managers” proposition.

An empirical investigation reports on the impact of two important aspects of job happiness – self‐rated affective wellbeing and intrinsic job satisfaction – on superiors' ratings of managers' contextual and task performance. An ancillary methodological objective of the study is to establish the structure of managers' performance.

A partial model of managers' affective wellbeing, intrinsic job satisfaction and performance contributed an understanding to how specific indicators of affective wellbeing and intrinsic job satisfaction predict certain dimensions of managers' performance.

Changes in the workplace emphasises are needed to ensure managers can retain and improve their positive affective wellbeing by working smarter and faster, rather than harder and longer.

A contribution of this paper is to provide qualified support for the “happy‐performing managers” proposition by linking the conceptual bases relating to managers' affective wellbeing, intrinsic job satisfaction and to their performance. These findings progress the debate as to how work might be structured to improve managers' affective wellbeing and consequently their performance. Perhaps, it is timely to consider moving away from the negative forms of psychology and affirm managers' future by embracing the “happy‐performing managers” proposition.

This study aims to examine how customers derive satisfaction and affective commitment from their participation in financial services, which is conditional on their relationship length.

Student interviewers approached customers who were exiting banks at two skip intervals in Taiwan. The final survey sample consists of 227 respondents.

Empirical results confirm that optimal customer participation (CP) influences affective commitment through increased customer satisfaction. The optimal level of CP with customer satisfaction and affective commitment is high if the relationship length is long.

This article shows that the marginal benefits of CP on customer satisfaction and affective commitment become negative after an optimum level. Furthermore, relationship length moderates the aforementioned relationships.

The purpose of this paper was to investigate the relationship among organizational learning culture (OLC), psychological empowerment (PE), job satisfaction, affective organizational commitment and turnover intention, as very little has been conducted in this regard.

A quantitative research design was used via a questionnaire among 412 Malay-Chinese working in the banking and insurance sector of Malaysia.

OLC and PE were found to influence positively on job satisfaction and affective commitment, but negatively on turnover intention. In addition, job satisfaction was found to perform the role of mediator.

The study used self-reported data based on cross-sectional survey.

OLC and PE were found to influence affective commitment and turnover intention directly and indirectly, providing an avenue of approach for managers to retain their key employees.

The paper examines OLC and PE as antecedents of employees’ attitudes (i.e. job satisfaction, affective commitment and turnover intention), neglected variables along with the mediation of job satisfaction.

This paper aims to examine competing models of the directionality of influences between customer satisfaction, affective commitment, and the customer's perceptions of risk associated with a service organization. It also aims to include the effects of a customer's prior experience with the organization and experience with other organizations in the service category in the models.

Structural equation models of data from a survey to customers of a performing arts organization (sample size=401) are used to test the hypotheses.

The study suggests that commitment has a positive influence on customer satisfaction and diminishes risk perceptions. There is less support for a model in which satisfaction increases commitment and reduces perceived risk.

There has been recent controversy as to whether customer satisfaction leads to customer loyalty. This study provides a different perspective by suggesting that customers with high commitment to an organization use satisfaction surveys to express their loyalty.

The purpose of this paper is to investigate the moderating role of organizational culture in affective commitment and job satisfaction relationship.

Responses were collected from 712 employees working in nine different Indian central public sector enterprises /state-owned enterprises (SOEs) by using a questionnaire-based survey. Theoretical analysis is based on social exchange theory and managerial grid theory. Data were analyzed by using partial least squares structural equation modeling.

The establishment of organizational culture as a moderator in Indian organizations is unique. This study has utilized data from employees working in different departments of organizations to provide unbiased responses. The results demonstrate that impact of affective commitment on employees’ job satisfaction is moderated by supportive and innovative cultures. Additionally, this research also proves that bureaucratic culture does not play a crucial role in moderating the relationship between organizational commitment and employees’ job satisfaction.

Results are relevant to top-level and middle-level management in which people are involved in the governance of the organization, both directly and indirectly. There should be fixed working hours and optimum time management. Due to growing pressure, few employees who have personal obligations toward their families, such as nursing mothers and stressed individuals, should be provided with flexible working hours. In this way, culture can become supportive to cater to different needs of employees.

Till date, organizational culture as moderator has received very less attention in India. The establishment of organizational culture as a moderator in Indian SOEs is unique. The results add to the growing literature of commitment from non-western context as this study is based on Indian samples. This study has utilized data from employees working in different departments of organizations to provide unbiased responses.