Search results

The purpose of this study is to propose an integrated model that examines the impact of three elements of foodservice quality dimensions (physical environment, food, and service) on restaurant image, customer perceived value, customer satisfaction, and behavioral intentions.

Data were collected from customers at an authentic upscale Chinese restaurant located in a Southeastern state in the USA via a self‐administered questionnaire. Anderson and Gerbing's two‐step approach was used to assess the measurement and structural models.

Structural equation modeling shows that the quality of the physical environment, food, and service were significant determinants of restaurant image. Also, the quality of the physical environment and food were significant predictors of customer perceived value. The restaurant image was also found to be a significant antecedent of customer perceived value. In addition, the results reinforced that customer perceived value is indeed a significant determinant of customer satisfaction, and customer satisfaction is a significant predictor of behavioral intentions.

The proposed model and study findings will greatly help researchers and practitioners understand the complex relationships among foodservice quality (physical environment, food, and service), restaurant image, customer perceived value, customer satisfaction, and behavioral intentions in the restaurant industry.

This study is the first to develop an integrated model that explicitly accounts for the influence of three restaurant service quality factors on restaurant image and customer perceived value. Using structural equation modeling, this study empirically confirms that the model with the causality from quality, in particular three dimensions of foodservice quality in this study, to restaurant image is superior to the one with causality from image to quality in the context of restaurant.

The purpose of this study is to investigate the effect of fast-food restaurant service quality (compound effect of food quality, physical environment quality and employee service quality) and its dimensions (when acting independently) on customer perceived value, satisfaction and behavioural intentions.

Data was collected from 400 fast-food restaurant customers in Fiji using a public-intercept survey. The study used descriptive and inferential analysis. This research also used backward elimination multiple regressions to test the hypotheses of this study.

The compound effect of fast-food restaurant service quality dimensions on customer perceived value revealed food quality and physical environment quality are significant determinants of customer perceived value, however employee service quality is not. In contrast, the effect of the fast-food service quality dimensions acting independently on customer perceived value revealed the three dimensions are significant determinants of customer perceived value. Results also confirmed that customer perceived value is a significant determinant of customer satisfaction and customer satisfaction is a significant determinant of behavioural intentions.

This study highlights to fast-food restaurateurs and marketers the importance of determining the compound effect of fast-food restaurant service quality dimensions, delivering the right combination of fast-food restaurant service quality dimensions to customers and not singling out dimensions in an attempt to enhance restaurant service quality.

This study makes important contributions towards understanding the compound effect of fast-food restaurant service quality dimensions and the independent effect of these dimensions on the formation of customer perceived value, customer satisfaction and behavioural intentions.

The purpose of this paper is to investigate the linkage between self‐managing team (SMT) member perceptions of collective efficacy and customer‐perceived service quality, and the most cost‐efficient way to reliably assess collective efficacy and customer‐perceived service quality, using generalizability theory (G‐theory).

Longitudinal design; employee and customer survey data from 52 teams of a major financial services institution were collected at two points in time.

First of all, results of OLS regression analysis show a positive effect of collective efficacy on customer‐perceived service quality. In addition, taking a G‐theory approach, the results indicate that collective efficacy possesses a higher psychometric quality than customer‐perceived service quality and that the costs of reliably comparing SMTs on collective efficacy are considerably lower compared to customer‐perceived service quality. Finally, for both constructs, the results reveal subtle but relevant differences in psychometric quality and costs of data collection across different types of service (routine versus non‐routine) settings.

To begin with, as a linkage construct, collective efficacy provides managers a mechanism for team intervention by means of task‐focused team building, role‐play exercises, and using feedback to increase service employee confidence. Secondly, when deciding to use survey data as one means to compare performance of organizational units, managers should first determine to what extent the distinct measurement design facets (e.g. items, persons, and occasions) account for variance in measures and sample correspondingly to save money on data collection. In doing so, they should explicitly take into account the type of service context and type of respondent.

This study identifies collective efficacy and customer‐perceived service quality as a set of service SMT performance measures that meaningfully connects employee and customer perceptions at the group level. Secondly, a G‐theory approach was used to assess the psychometric quality of these two measures and how data collection costs can be minimized to achieve a desired level of generalizability.

Global mobile communication is one of the most dynamic and important service markets. Several researchers suggest using a theoretical approach to develop a much deeper insight into key marketing constructs such as service quality, customer perceived value, customer satisfaction, perceived switching costs, corporate image, and customer loyalty is of vital importance to the mobile communications market. This study aims to develop and test a comprehensive hierarchical model of these six important constructs. The model also incorporates the retailing function of a major mobile communication provider.

The research sample of 516 was drawn from customers of one of the largest mobile communications service providers in China. The data were analysed using exploratory factor analysis, confirmatory factor analysis and structural equation modelling.

The results of the study support using a hierarchical and multidimensional approach for conceptualising and measuring customers' perceptions of service quality in the mobile communications market. In addition, the findings illustrate that service quality is an important determinant of customer perceived value, customer satisfaction, corporate image, and perceived switching costs. Customer perceived value is also an antecedent of customer satisfaction. Corporate image, customer satisfaction, and perceived switching costs are three key drivers of customer loyalty. However, the findings also indicate that corporate image is not an important determinant of customer satisfaction and that customer perceived value is not a key driver of customer loyalty.

This is the first paper that has developed and tested a comprehensive hierarchical model of the mobile communications market.

Based on the analysis of the dissipative structure of the retail service supply chain (RSSC), this paper divides the system into two internal and external dissipative mechanisms, including the internal performance dissipation mechanism and the perceived quality dissipation mechanism outside the system. Based on the prediction of RSSC performance, this paper aims to discuss the application of Hidden Markov Model (HMM) in this field and puts forward a set of complete process of forecasting the service supply chain (SSC) performance based on HMM model.

Based on the theory of dissipative structure, this paper selects the RSSC as the research object, analyzes the system characteristics of the dissipation structure of RSSC from three aspects, such as system opening type, distance from equilibrium state and nonlinear order and describes the quality fluctuation process of RSSC as a Hidden Markov process. Taking the RSSC of J Company as an example, this paper makes use of the observed state value of customer perceived service quality from 1997 to 2016, predicts the performance status of the enterprise's RSSC.

The research results show that: RSSC is a dissipative structure system, and its performance is the internal entropy flow of the system, and the customer perceived service quality is external, their interaction determines the dynamic evolution of the system dissipation structure, and the Markov property between supply chain performance and perceived service quality. There is a Markov property between supply chain performance and perceived service quality. Using the perceived service quality observation state data of the external consumers of the system can effectively predict the implicit state of RSSC performance. Based on this prediction result, the strategy adjustment and optimization of the action mechanism of internal and external entropy flow in the dissipative structure system can be carried out to promote the sustainable development of the RSSC.

This paper thinks that RSSC is a dissipative structure system and the SSC performance and customer perceived service quality are the internal and external entropy flow of the system, which determines the dynamic evolution of the system dissipation structure. There is a Markov property between supply chain performance and perceived service quality. The hidden state of SSC performance can be predicted effectively by using a hidden Markov model and observing state data of perceived service quality from consumers outside the system.

The purpose of this paper is to explore the impact of services quality, customer satisfaction and corporate image on customer perceived value in the banking sector of Pakistan.

A model is developed to show the relationship between dependent and independent variables taken from the existing literature. The data are collected from 200 respondents taken from the five major cities of Pakistan using structured questionnaire. Correlation and regression are applied to estimate the relationship between variables and find out the extent to which the independent variables have impact on the dependent variable.

Results show that there is a positive relation between the service quality, customer satisfaction and corporate image. It is also analyzed by the results that service quality and customer satisfaction have high impact on the customer perceived value where corporate image also effect the customer perceived value.

This paper identified the impact of service quality, customer satisfaction and corporate image on the customer perceived value that helps the services sector especially banks how they can improve the customer perceived value through improving their service quality, customer satisfaction and corporate image.

Although many authors argue that practising marketing internally facilitates the implementation of the market orientation concept, systematic empirical research to explore the validity of the argument remains surprisingly scarce. Hence, the purpose of this paper is to investigate empirically the relationship between market orientation (MO) and internal‐market orientation (IMO) as well as their joint effect on customer satisfaction.

The findings ground on data collected from dyads of financial services providers and their customers. The former provided the information pertaining to the company's degree of MO and IMO adoption as well as on perceived employee value, while the latter were asked about perceived customer value, perceived service quality and their satisfaction with their provider. In total 127 dyads are employed in the analysis.

The findings show that MO and IMO are two inter‐related concepts, probably falling under the marketing philosophy umbrella. Through MO adoption, customer perceived value and customer perceived quality of the service increase. Through IMO adoption, the company improves the level of employee perceived value, which also results in higher levels of customer perceived service quality. Interestingly enough, IMO adoption is also found to have a direct impact on customer perceived service quality.

The major implication from the study is that adopting a market orientation does help improve customer satisfaction but this objective is better served when developing a more holistic view of marketing and trying to simultaneously offer value to other company stakeholders, such as the employees. The major limitation of the study is the focus on services. When it comes to manufactured goods, customers receive significant value from the tangible parts of the product and consequently further investigation is required before any generalization can be made on the basis of the strength of the relationships that this study reveals.

The most significant implication for practitioners is the need to strike the right balance between the company's internal and external orientation. To achieve this, companies have to invest in integrating the marketing and the human resource functions, in much the same manner in which they attempt to integrate marketing with other company functions that also influence customers' experiences.

This is the first empirical study to investigate the inter‐relationship and the joint effect of two well established notions, i.e. that between MO and IMO, and thus offers the required support to normative arguments regarding the need to sustain a balance between the company's external and internal focus.

Hinged on the transformative service paradigm, this study investigates the relationships among employee acting, customer-perceived service quality, customer emotional well-being, and their value co-creation. Feelings of gratitude among customers may moderate the effect of perceived service quality on their emotional well-being (i.e., positive and negative affects).

A pair study using a structural equation model was conducted to gather data from a financial service organization in a rural area.

The results show how customers perceive service quality positively impacts their emotional well-being immediately after receiving a financial service, which in turn affects their value co-creation. Hence, feelings of gratitude moderate the effect of perceived service quality on customer positive affect.

This study responds to calls for more studies on how service interactions influence customer well-being in the financial services context. This study is among the few that examine moderation effects of customer feelings of gratitude on their emotional well-being to explain why a positive emotion might sway their short-term well-being.

This study examines the influence of service quality dimensions (food quality, physical environment quality and employee service quality) and brand image of fast-food restaurants on price fairness and its consequence on customer retention.

This survey collected 331 responses using the public intercept method. Data analysis involved performing confirmatory factor analysis (CFA) on the measurement model, followed by structural equation modeling. Moderation analysis was performed using SPSS (model1 in process macro), while mediation was performed using model 4 in process macro.

Empirical results of this study revealed the positive effect of restaurant service quality dimensions on price fairness and price fairness on customer retention. It also revealed that brand image strengthened the restaurant service-quality/price fairness interrelationship, and that customer satisfaction partially mediated the price fairness/customer retention interrelationship.

Findings of this study are useful to marketers and fast-food restaurateurs in establishing the right combination of service quality dimensions and brand image that increase perceptions of price fairness and increase customer satisfaction and retention.

This study contributes to advancing the theoretical foundations of customers' perceived price fairness and retention research, specifically in the understudied fast-food sector of emerging economies. It extends the application of the equity theory to expose the direct and indirect influences on customer perceived price fairness and customer retention. The findings provide a better understanding of price fairness perceptions.

Customer satisfaction in the banking industry has long been measured as a function of service quality by using a variation of the SERVQUAL instrument. The purpose of this paper is to build a broader understanding of the determinants of customer satisfaction throughout the financial services industry by incorporating the perceptions of fairness in service delivery (FAIRSERV) and outlining why and how FAIRSERV is important to customer satisfaction.

The authors conduct a cross‐sectional questionnaire survey, including samples of 420 customers from the financial services industry in Taiwan. PLS‐Graph is used to evaluate the measures of reliability as well as validities, and to test the hypotheses.

The results show that fair service not only has a significant impact on customer satisfaction, but also plays a role equivalent to service quality in determining customers’ trust and perceived value, which in turn lead to customer satisfaction.

The impact of FAIRSERV on customer satisfaction should be emphasized. Future studies examining the impact of service quality on customer satisfaction should incorporate the concept or instruments of fair service as a major contributor.

The results imply that financial institutions must carefully implement policies and practices to ensure that perceptions of fairness are propagated throughout the organization.

The paper proposes a complementary component to service quality in determining the perceived value and satisfaction. The paper emphasizes the significance of fairness on service, and provides additional insights into the impacts of FAIRSERV on customer satisfaction.