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The purpose of the present study was to investigate the interrelationships among the dimensions of sport event experience, event satisfaction and event behavioral intentions.

The sample was comprised of 186 individuals who actively participated in a mass participation sport event. Partial least squares-structural equation modeling (PLS-SEM) was employed to test the relationships among the latent constructs.

The results indicated that the dimensions of sport event experience predicted 55% of the variance of event satisfaction and 63% of the variance of event behavioral intentions was predicted by sport event experience dimensions and event satisfaction. Specifically, the sensory, affective and relational dimensions of experience sought to have a statistically significant and positive association with event satisfaction, while event satisfaction and the relational dimension of experience were found to have a statistically significant and positive correlation with event behavioral intentions. In addition, event satisfaction was found to mediate the relationships between sensory, affective and relational experiences and event behavioral intentions.

The present study is one of the first that explores the relationships among sport event experience’s dimensions, event satisfaction and positive behavioral intentions in the context of sport event participation.

Despite its great potential to improve the sustainability of architectural, engineering, construction and facility management activities, the implementation of building information modeling (BIM) in many projects has failed to achieve expected benefits due to negative behavioral responses such as user resistance. This paper aims to characterize the complexity of end user's behavioral responses to BIM implementation in construction projects using a multidimensional perspective and examines how these responses are impacted by different levels of contextual factors.

By integrating technology acceptance, resistance and adoption literature, this paper theoretically proposes a research model to characterize the associations between different dimensions of behavioral responses and different levels of contextual factors. The model is then empirically tested with survey and interview data collected from BIM-based construction projects in China.

The empirical results not only validate the two-dimensional view of the behavioral responses (i.e. the dimension of support/resistance that ranges from aggressive resistance to enthusiastic support, and the dimension of actual use that ranges from non-use to high use) but also provide evidence for the prevalence of ambivalent responses such as supporting but lowly using and resisting but highly using. The empirical results also provide evidence that different levels of contextual factors generally play different roles in shaping the behavioral responses. Specifically, the dimension of support/resistance is more substantially impacted by the team-level factor while the dimension of actual use of BIM is more significantly associated with the project-level factor.

While previous research on BIM adoption or implementation behaviors has primarily focused on investigating users' response from single-dimension perspectives such as acceptance or non-acceptance, this study represents an exploratory effort of using a two-dimensional view to characterize the complexity and ambivalence of end users' behavioral responses to the implementation of innovative technologies such as BIM in construction projects. This study also contributes to deepened understandings of how these different dimensions of behavioral responses are intricately shaped by different levels (i.e. individual-, team- and project-levels) of contextual factors in construction projects which are characterized as temporary and inter-organizational.

The main objective of this study is to determine the impact of employee empowerment on job satisfaction. To serve this purpose, empowerment is taken into consideration as two dimensions – i.e. behavioral and psychological – and the effect of employee empowerment on the level of job satisfaction was examined by taking these two dimensions into consideration as a whole and separately.

A questionnaire was employed in order to collect data on job satisfaction as well as behavioral and psychological empowerment. The data collected were analyzed through correlation and regression analyses. The study covered 1,854 participants employed at five‐star hotels in Turkey.

The findings suggest that the most positive aspects related to job satisfaction are relations with the colleagues and physical conditions, while the most negative aspect is the wage issue, i.e. unfair payment. Furthermore, correlation and regression analyses indicate that psychological and behavioral empowerment has a significant effect on job satisfaction, and the effect is much greater when psychological and behavioral empowerment are taken as a whole.

The major limitation of this study is that it covers the employees of five‐star hotels only. Another important limitation of the study is the exclusion of variables mentioned in the literature. This apart, it is thought that the study will provide some insights for managers in terms of enhancing job satisfaction and the effect of empowerment on job satisfaction as well as making a contribution to the literature.

Studies into the relation between employee empowerment and job satisfaction on the whole focus on only one aspect of empowerment, i.e. either behavioral empowerment or psychological empowerment. This study incorporates behavioral and psychological empowerment together as the components of empowerment, unlike previous studies in the literature, in determining their effect on job satisfaction.

The purpose of this paper is to focus on how corporate social responsibility (CSR) (i.e. responsibility to customers, employees and society) influences customer behavioural loyalty in the hotel industry. The mediating effects of brand image and customer trust on the relationship between CSR and customer behavioural loyalty are also considered.

In total, 298 valid responses to questionnaire surveys were collected from a convenience sample in China in 2017. A structural equation model was used to test the hypotheses.

Hotel customer behavioural loyalty can be enhanced by CSR performance. Performance in each of the three CSR domains positively impacted customer behavioural loyalty to different degrees. The impact of CSR on the customer had the strongest influence on Chinese customers’ behavioural loyalty among the three CSR domains of customer, employee and society. Brand image and customer trust were found to be mediators of the relationship between CSR performance and customer behavioural loyalty.

The current research contributes to the literature by demonstrating that CSR activities are not all equally effective. Results reveal that the society dimension of CSR had the strongest impact on Chinese customers’ brand image of hotels among the three CSR dimensions investigated. In terms of Chinese hotel customers’ trust, the CSR–customer dimension plays the most effective role. The findings also support the notion that Chinese consumers are beginning to use CSR information to evaluate hotels.

This paper aims to develop the concept of interorganizational adaptation (IOAD) in customer‐supplier dyads, and more specifically its behavioral dimension and its main impacting factor constituted by power.

Building on social capital literature, the paper develops a comprehensive classification of behavioral IOAD. The proposed cognitive, relational and structural sub‐dimensions are explored through an embedded multi‐case study in the European food industry. Data are collected at both sides of the dyads, providing a rich account of supply chain partnering.

The cases show that acknowledgement and understanding of the behavioral dimension of IOAD, besides the more elaborate technical dimension, aids in explaining several paradoxical situations. Furthermore, the case data confirm the projected relationship between power and technical IOAD; dominated relationships present unilateral technical IOAD, whereas reciprocal relationships present bilateral technical IOAD. Analysis of a deviant case, however, suggests that the impact of power is weakened by the presence of behavioral IOAD.

A longitudinal rather than the cross‐sectional research design used might shed additional light on the phenomenon. Nonetheless, the relationship age of the six cases varies from three to 50 years providing data related to different stages of partnering.

The paper fosters practitioners' attention for behavioral aspects of supply chain partnering in order to understand actual successes and failures.

The paper shows that social capital theory contributes to one's understanding of IOAD.

This study uses conceptualizations and models of service quality and behavioural intentions from the service marketing and audit quality literature to investigate the influence of supervisory board members’ perceptions about various dimensions of audit quality on their behavioural intentions. These dimensions pertain to auditor’s technical competence, functional (service) quality and auditor independence.

A survey of supervisory board members of large and medium companies in The Netherlands is made to identify audit quality dimensions. The multivariate analysis is used to identify the quality dimensions influencing supervisory board members’ behavioural intentions.

Overall, the author’s results indicate that the quality dimensions identified in this study have significant influence mainly in the supervisory board members’ intention to refer their auditors to an acquaintance. In this regard, the salient determinants are the functional quality dimensions and auditor independence. The technical quality dimensions are not found to be crucial. In contrast, most of the quality dimensions are not significant determinants of supervisory board members’ intention to retain or recommend the purchase of non-audit services from the auditor albeit having a minor influence. The results have some implications for regulators and audit firms.

The author’s results are limited by the low response rate that did not allow us to conduct factor analysis on all the functional and technical variables at the same time.

This paper is the first to integrate service quality and behavioural intentions concepts from the marketing literature and auditing literature and apply it in a corporate governance setting.

The purpose of this paper is to examine the differential influence of three drivers of loyalty on the dimensions of loyalty. The three drivers are stake, satisfaction, and the value of switching service providers. The dimensions of loyalty are behavioral response, commitment to the people providing the service, and commitment to the institution. An additional goal is to determine whether this pattern of influence is affected by the age or depth of the service relationship.

A survey of customers was analyzed to test a model using MANOVAs on the overall sample, and sub‐samples created based on age and depth of a financial service relationship.

Overall, all three drivers exhibited differential influence on the three dimensions of loyalty. The behavioral response dimension was influenced by all three drivers. The commitment to people dimension was influenced by stake and satisfaction. The commitment to the institution dimension was influenced by value of switching and satisfaction. Age of the service relationship and depth of the service relationship affected the pattern of influence.

Satisfaction is the key driver to develop true loyalty. This is important because true loyalty appears to emerge at a certain point in the relationship and/or with a certain amount of accounts held with a financial institution. It is therefore essential to determine that point in time or accounts held and keep one's best customers past that point in time (and number of accounts).

This is the first study to determine the influence and pattern of effect of Value of Switching and Stake on the dimensions of true loyalty.

This study aims to understand the relationship between behavioral integration in the boardroom and board performance.

The authors performed a series of multiple hierarchical regression analyses to explore research questions. Primary data were collected via questionnaires from 184 Nordic members to identify perceptions of behavioral integration and board performance in their boardroom.

The authors found that different dimensions of behavioral integration have a different effect on board performance. The collaborative behavior of the board did not predict any dimension of board performance, whereas information exchange predicted one dimension of board performance, that of providing strategic leadership. The paramount role of joint decision-making is underlined in this study as this positively predicted all of the dimensions of board performance (strategic leadership, networking and readiness of the board).

Future research should investigate behavioral integration among board members using a longitudinal design and expand the sample cross-culturally.

For forming high-performing teams, emphasis should be given on the joint decision-making. Understanding the joint problems, transparency in actions and discussion about the problem under consideration are of paramount importance for the effectiveness of the team.

Team’s conversational environment has crucial impact on team outcomes.

This is one of the rare studies that examine perceptions of executives about the level of behavioral integration in their board.

Exercises are key components of assessment centers (ACs). However, little is known about the nature and determinants of AC exercise performance. The traditional exercise paradigm primarily emphasizes the need to simulate task, social, and organizational demands in AC exercises. This chapter draws on trait activation theory in proposing a new AC exercise paradigm. First, we develop a theoretical framework that addresses the complexity of situational characteristics of AC exercises as determinants of AC performance. Second, we argue for planting multiple stimuli within exercises as a structured means of eliciting candidate behavior. Third, we show how the new paradigm also has key insights for the rating part of ACs, namely, in selecting dimensions, designing behavioral checklists, screening assessors, and training assessors. Finally, the impact of this new AC exercise paradigm is anticipated on important AC outcomes such as reliability, internal/external construct-related validity, criterion-related validity, assessee perceptions, and feedback effectiveness.

Applying stakeholder theory in the trade show industry, this paper aims to examine the effects of the key stakeholders’ perceptions on trade show exhibitors’ positive behavioral intention.

This study used a 46-item measurement scale on exhibitors’ satisfaction to predict positive behavioral intention. Three dimensions were proposed to account for three key stakeholders in the trade show industry: satisfaction with self-performance, satisfaction with organizers and satisfaction with visitors. Data were collected from 594 exhibitors at three trade shows.

This study found that satisfaction with self-performance, satisfaction with organizers and satisfaction with visitors are significantly and positively related to exhibitors’ positive behavioral intention. All three dimensions in combination explained approximately two-thirds of the variance in exhibitors’ positive behavioral intention.

This study introduced a new way of predicting exhibitor’s positive behavioral intention. Satisfaction with organizers was found to be the dominant predictor of exhibitors’ positive behavioral intention, which challenges the notion that exhibitors attend trade shows only for sales activities.

Trade show organizers and exhibitors could use the three determinants as a diagnostic tool for future improvement and benchmark their performances across different time periods and/or against their competitors.

Although the three key stakeholder types have been studied previously, the factors that theoretically lead to exhibitors’ positive behavioral intention have not been simultaneously addressed. For the first time, the model proposed in this study showcased the importance of considering all three key stakeholders when studying exhibitors’ positive behavioral intention.