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Consumers are increasingly choosing social media over other channels and mechanisms for grievance redressal. However, not all social media grievances elicit a response from businesses. Hence, in this research the authors aim to explore the effect of the complainant's social characteristics and the complaint's social and content characteristics on the likelihood of receiving a response to a grievance from the business on social media.

The authors build a conceptual model and then empirically test it to explore the effect of the complainant's characteristics and the complaint's characteristics on the likelihood of response from a business on social media. The authors use data of consumer grievances received by an Indian airline operator on Twitter during two time periods – the first corresponding to lockdown during Covid-19 pandemic, and the second corresponding to the resumption of business as usual following these lockdowns. The authors use logistic regression and the hazard rate model to model the likelihood of response and the response delay, respectively, for social media customer grievances.

Complainants with high social influence are not more likely to get a response for their grievances on social media. While tagging other individuals and business accounts in a social media complaint has negative effect on the likelihood of business response in both the time periods, the effect of tagging regulatory bodies on the likelihood of response was negative only in the Covid-19 lockdown period. The readability and valence of a complaint were found to positively affect the likelihood of response to a social media grievance. However, the effect of valence was significant only in lockdown period.

This research offers insights on what elicits responses from a service provider to consumers' grievances on social media platforms. The extant literature is a plenty on how firms should be engaging consumers on online media and how online communities should be built, but scanty on grievance redressal on social media. This research is, therefore, likely to be useful to service providers who are inclined to improve their grievance handling mechanisms, as well as, to regulatory authorities and ombudsmen.

Marketing, strategy.

This case is suitable for post graduate and executive development students.

The case provides perspectives of customer centric practices of Yes Bank which has the objective of becoming the best quality bank of the world in India. The case study outlines how Yes Bank has become the fastest growing bank by its strong focus on customers through its committed and innovative employees. The customer centricity develops strong existing relationships and focuses on providing exceptional customer service, leading to better financial performance.

These include: highlighting the characteristics of customer centric organizations; discussing how Yes Bank practised customer centricity despite the limitation of being a new bank with no experience; describing the key differentiators and comparing with those of other banks; and establishing the relationship between customer centric practices with financial performance.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The learning outcomes of this study are as follows:▪ to analyze service attributes that influence customers’ decisions to purchase services;▪ to identify the factors that influence customers’ perceptions of service quality;▪ to identify the “moments of truth” that the service provider (IndiGo) would need to monitor and manage through the service encounter; and▪ to use the Servuction model to analyze the various elements of the service process.

In May 2022, the chief executive officer of IndiGo Airlines - India’s largest passenger airline by market share, Ronojoy Dutta, faced flak over the airline staff's handling of a specially abled child travelling with his parents on IndiGo Airlines. The staff member, reacting to the tantrums of the disturbed child, had refused to allow the boy and his parents to board the flight. He had cited the “risk to other passengers” from the boy as the reason for such a refusal (Biswas, 2022). In spite of the boy’s parents being supported by their fellow passengers, the IndiGo staff member refused to relent, and the flight took off without the trio (Firstpost, 2022). The incident goes viral when a fellow flyer shares a Facebook post describing it first-hand and provokes widespread condemnation of the nation's “preferred airline” (IndiGo, 2023) by citizens and politicians on various social media platforms besides Facebook (Gupta, 2022). Dutta initially supports his employee even as he issues a statement expressing his regret at the “unfortunate incident” (Business Standard, 2022a). The regulatory body for aviation in India, the Directorate General of Civil Aviation, imposes a fine of INR 5 lakh on IndiGo for denying boarding to a specially abled child (Indian Express, 2022). How could an incident like this impact the perception of IndiGo’s service quality? How could Dutta better ensure that IndiGo managed the various touch points with the customer over the entire service encounter – the “moments of truth”? How could he prevent such a fiasco in the future, ensuring that IndiGo remains India’s “preferred airline”?

This case is intended to be taught in an undergraduate or MBA marketing course in a module on service marketing. The case can also form a 90-min module in a service marketing course within an advanced management or executive education program.

Teaching Notes are available for educators only.

CCS 8: Marketing.

The purpose of this paper is to examine empirical studies on public-private partnerships (PPPs) and solid waste management (SWM) in Ghana and India to synthesize the “crucial lessons” for urban managers and policy makers in developing countries.

A systematic review of empirical studies was carried out, the search process comprised four categories of keywords combined differently across three main search engines in order to obtain a pool of more relevant literature on the study. Sorting for relevance was done at various levels; retrospective content analysis of relevant empirical studies on PPP and SWM in Ghana and India was subsequently carried out to draw lessons and policy suggestions.

PPPs have mainly been impressive in coverage of waste collection in the Ghanaian context, whilst in India, emphasis has been on injection of technology and effectiveness into SWM. It is also observed that in both cases the PPP processes have lacked adequate openness, transparency and sufficient stakeholder engagement. In the Ghana cases, mostly, urban authorities hardly pay attention to details in the partnership deed and also ignore monitoring of private partners. Poorly performed PPPs do occur when one of the partners relent on his role which could have a cascading effect on other actors.

Whilst PPP is a strong candidate to address the SWM challenges of urban centers in developing countries, this does not necessarily come about by joining the bandwagon. Merely entering into a partnership deed with private waste management companies without paying due attention to details of the contract will usher urban managers into a state of schizophrenia. The paper presents five key lessons to inform policy and practice.

The paper draws lessons from multiple cases of PPPs in Ghana and India by synchronizing lessons adaptable to city authorities and policy makers in developing countries.

The purpose of this paper is to provide a generalized framework that illustrates the potential for the resources, events and agents (REA) model to integrate business strategy and information systems planning. The essential point of connection, the business process, enables the REA to form a complementary platform to integrate strategic change information to support change strategies.

The paper uses a case study to illustrate application of the framework.

The framework illustrates how the expanding ontology and semantic granularity and scalability features of the REA enterprise domain ontology, support mapping a range of change strategies structured using Venkataraman's change framework.

This paper is exploratory in nature. The method uses existing case information, but the nature of the work does not lend itself to the traditional descriptive approach.

Integration of business strategy and information systems planning is critical for organizational success. Poor integration between change initiatives and systems poses a challenge in implementing change strategies. Conceptual models that support change initiatives provide users an effective medium to use domain knowledge to support change strategies.

The paper integrates existing concepts in the REA model (with some modification to the process view of the REA to adapt to multiple change initiatives). To the authors’ knowledge, there are no other papers that have offered a generalized framework for conceptualizing change initiatives of different levels.

This study aims to explore the telecom regulations and telecom reforms of different countries in the context of consumer complaints and grievance handling. The telecom dispute resolution mechanisms of countries such as Australia, the USA, the UK and India are studied. This qualitative research is carried out for the three major telecom markets: Australia, the USA and India.

Here, research is conducted in two stages. In the first stage, the telecom policies of the major telecom markets, their ombudsman policies and consumer grievance redressal mechanisms are studied. In the second stage, the qualitative analysis of the three telecom markets, Australia, the USA and India, is conducted through in-depth interviews, the questionnaire method for telecom customers and secondary research.

Telecom customer satisfaction is significantly higher in countries with the telecom ombudsman as a system of telecom governance redressal. This study dedicates significant importance to the distinctiveness of the grievance resolution systems in different countries and suggests recommendations for improving the mechanisms. The recommendations given in the research study emerge as the output of interviewing telecom experts, academicians and researchers and court judges.

This study has partial limitations as primary research was carried out only in selected countries with limited participants.

This study is useful for policymakers, regulators and think tanks in the telecommunications sector.

The resolution of individual customer grievances is significant to the telecom industry and all participants. A well-oiled grievance redressal system enhances the trust among the service users and aids in the industry’s growth. Further practical assessment of redressal offered by different telecom operators can be used for benchmarking, and it can create an onus on telecom operators for timely and adequate redressal of consumer complaints. In certain countries with a well-developed alternate dispute resolution (ADR) mechanism, the service offerings of telecom operators and the quality of services are deemed to be better than those without such an ADR. The research aims to bring in the positives of ADR systems from specific telecom markets and suggest the effectiveness of such ADR for countries such as India, which has over 1.17billion active subscribers. This research aims to aid responsive communication with telecom consumers in the overall telecom industry, which can bolster telecom consumers’ confidence and help the industry grow sustainably. Discussing perspectives on telecom dispute resolution in various conferences and discussing use-cases of innovative dispute settlements can act as stimuli in this space. As ADR procedures are conducted in the shadow of the law, a dispute resolution framework must have a buy-in from the government, telecom experts, the judiciary and private telecom stakeholders. This can only help achieve a framework that can reap the benefits of various ADR/ODR processes facilitating better access to justice, including cost-effectiveness, swiftness, a broader reach for dispute resolution and improved efficiency of dispute resolution.

Previous studies have focused on the study of telecom reforms and mechanisms in a particular country and there was a limited comparison with other countries’ mechanisms. Also, there has been minimal research in this area in recent years. This paper contributes to analyzing the effectiveness of the telecom ombudsman framework in Australia, the USA, the UK and India. It also studies the reforms and consumer grievance-handling mechanisms in a few other countries. It also gives well-researched recommendations for improving the consumer grievance resolution system.

The article is one in a series that offers a fresh look at the paradigmatic shifts being experienced by the traditional, government supported banking establishments, especially those in the erstwhile socialist and mixed economies, in the newly embraced context of liberalization‐ privatization‐globalization. It attempts to fill a great void in debates that consistently neglected every voice except that of the triumphant customer by giving some room for the managerial viewpoint as well. This mission is undertaken in the context of customer complaints regarding failure in the delivery of banking services. The article makes a case for the delicate aspect of employees' attitudes, their satisfaction and motivation, which are posited as prerequisites for customer satisfaction, which is, again, sine qua non for the competitive sustenance of the organization. It argues that sustainable advantage is possible only through people and any normative proposal to rework the “apprehension” traditionally attached to complaints should begin with a radical shift away from perceiving service production and consumption as isolated systems to an altogether new conception of the product as symbolic of a network relationship defined among the stakeholders and co‐evolved in an environment whose parameters are potentially altered through recurrent inter‐party negotiations involved in the contract. Everything, including the formation of appropriate policies and training for the frontline personnel to cope up with the “irate” customers, should be properly informed from this perspective, it advocates.

Over the last decade, customer experience management has gradually emerged as the most important activity for organisations. Organisations have turned towards leveraging the ubiquitous and easy-to-use technology in enhancing and enabling experience for the time-crunched customers of today who are looking for greater convenience and choices. It is therefore not surprising that disruptive technologies such as smartphones, virtual and augmented reality, cloud computing, big data analytics, Internet of things, artificial intelligence and robotics have also found their way into the design of customer experience. This chapter aims to present an overview of the technologies that have transformed the customer experience landscape. This chapter contributes by showcasing two illustrative cases from very diverse domains, a private sector bank and a public sector transportation organisation, to elucidate how India, a rapidly developing economy, is embracing technology to enhance the customer experience.

The chapter elaborates how organizational governance can optimally address workplace bullying, a synergy possible because organizational governance seeks to promote ethical functioning while workplace bullying is considered an unethical behavior. Through its suggestions, the chapter aims at furthering employee dignity and well-being, cohering with international calls for human rights at work.

A review of two literatures was conducted: (a) workplace bullying differentiated on the basis of its situatedness and level into internal bullying – of an interpersonal and depersonalized nature – and external bullying; and (b) organizational governance including its theoretical perspectives, especially the societal lens, and international, national, and firm codes.

Several organizational governance measures at institutional level – both international and national in scope – and at firm level are proposed to deal with varieties of workplace bullying encompassing primary, secondary, and tertiary prevention. Accordingly, a shift in organizational effectiveness from goal-based models to process-oriented frameworks so that economic and non-economic objectives are balanced, following the stakeholder approach, is advocated. The political dynamics involved in such an initiative are alluded to.

Application, drawing on secondary rather than primary data, is the essential thrust of the chapter, with recommendations anchored in organizational governance, particularly its societal perspective, conceptualized to address workplace bullying in a holistic manner.

First, despite the clear relevance of organizational governance to workplace bullying, the prospect of interventions from this standpoint has never been previously explored. Second, the term “varieties of workplace bullying” is propounded to capture the different types of emotional abuse at work known so far.

The implementation of internal committee (IC) in three different institutions of Coimbatore district, Tamil Nadu, one Government institution and two private institutions are discussed throughout the study. The author looks at the perpetuation of gender discriminatory practices among the members of the committees. The dynamics and constitution of IC in Government and private offices are examined. It looks at the implementation of the IC through case studies done in private and Government offices in Coimbatore district. It also highlights the prevailing gaps in the IC constitution and implementation by the employees in the organizations. The response to sexual harassment in working place is not recognized because of patriarchal nature of the working environment. The chapter is concluded with the findings that men and women employees remain unaware of the provisions of the act and the employees are hesitant to register complaints in the working environment. The act places the responsibility on the employer to form an IC to function as a Redressal forum for working women. The Sexual Harassment Act 2013 mandates the constitution of IC committee by employer in the institution having more than 10 employees. The sexual harassment act 2013 has completed eight years and the implementation part is still challenging. So the current research was undertaken to study the challenges involved in the effective implementation of the complaints committee. Hence it is suggested to conduct a series of awareness programs about the IC powers and functions among employees at regular intervals in the institutions.