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Learning in organizations is well-recognized as a key determinant of innovation and success in competitive markets, and a rich literature examines learning mechanisms in large-sized and professionally-run organizations. Relatively little is known about the learning processes in family-run firms, most of whom are small- and medium-sized enterprises (SMEs) led by a single family SME owner-manager connected in a family network. Therefore, the purpose of this study is to investigate how family SME owner-managers engage in learning and how those learning processes are affected by family SME-specific characteristics.

Using pragmatic learning theory as an interpretive lens, this study conducts a qualitative multi-case study involving 61 interviews in family SMEs with family SME owner-managers, family members, employees and customers.

The within- and cross-case analysis helps identify the mechanisms, barriers and enablers of learning and innovation in family SMEs. The study develops and pinpoints the family owner managers’ “functional overload” as a major barrier to learning and employee empowerment, family-members’ support and customer feedback as critical resources in overcoming such functional overload. Yet, these resources turn out to be major amplifiers of functional overload in later phases of the learning process, thus impeding learning and innovation.

The study provides novel insights into learning processes and innovation within family SMEs, outlines the double-edged involvement of family members, employees and customers for learning processes, and provides nuance to pragmatic learning theory.

Prayas is a unique healthcare initiative, launched in India by Sanofi-Aventis, a French multinational pharmaceutical company, with the objectives of updating the medical knowledge of doctors in semi-urban and rural areas, bridging the gap between diagnosis and treatment, and making available quality medicines at affordable prices. This case discusses the evolution of the Prayas model from its inception to its current state, and the company's business strategies around it. Cognizant of the success of Prayas, many competitors of Sanofi-Aventis are actively developing and implementing similar models. The company's top management team has to respond to the competitive threat.

The study of consumer complaint behaviours (CCB) and other dissatisfaction responses is an important economic activity with implications for brand loyalty and switching, market feedback mechanisms and consumer welfare. Previous research is examined, namely how consumers respond to dissatisfaction in the marketplace and whether different consumers utilise different styles. Several gaps from conceptual, empirical and profiling standpoints are identified and based on these a detailed agenda to guide future research is developed. Guidelines for tackling substantive, research design and methodology issues are provided.

Understanding the source and effects of consumer satisfaction offers significant implications for researchers and practitioners. Although research into satisfaction as an output of consumption experience is growing, studies exploring (dis)satisfaction as an outcome of dissatisfaction responses have been scant. TARP reports suggest that investigating the conditions under which complaints can be converted into satisfaction is critical for enhancing marketing effectiveness. To help guide such an investigation, a theoretical model of processes that underlie the link between consumer complaint responses (CCR) and their subsequent satisfaction/dissatisfaction is proposed. This model is based on extant theories of consumer behaviour, and in particular the confirmation/ disconfirmation of expectations paradigm. We then use the model to help explain empirical research in the area and propose testable hypotheses. Finally, several directions are outlined for programmatic research into this important but neglected area.

The level of consumer satisfaction (CS), dissatisfaction (CD) and complaint behaviours (CCB) is beginning to receive increased attention from practitioners and researchers. Most studies, however, have tended to investigate the cause and/or effects of (dis)satisfaction or complaint behaviours. Relatively less work has been done to understand the relationship between dissatisfaction (CD) and complaint behaviours (CCB). This relationship is examined expirically. From a critical evaluation of previous research, hypotheses for the non‐linear relationship and the moderating role for CD and CCB are developed for an exploratory study. Using data on banking and financial services dissatisfaction, these hypotheses are investigated empirically. The results suggest that CD plays a broad and pervasive role (i.e. linear, non‐linear, moderator) depending upon the CCB dimension considered. Several implications of the results for managers are discussed and guidelines for dissatisfaction management are provided.

Longitudinal studies have shown that consumer satisfaction has increased over the last 15 years, whereas trust and loyalty have decreased during the same period. This finding contradicts the trust–value–loyalty model (TVLM), which posits that higher satisfaction increases consumers' trust, value and loyalty levels. To explain this counterintuitive trend, this study draws on models of trust formation to integrate the stereotype content model and the TVLM. It argues that consumers' occupational and industry stereotypes influence their trust, value and loyalty judgments through their trusting beliefs regarding frontline employees and management practices/policies.

The study was conducted among 476 consumers who were randomly assigned to one of five service industries (apparel retail, airlines, hotels, health insurance or telecommunications services) and asked to rate their current service provider from that industry.

The results suggest that both occupational and industry stereotypes influence consumers' trusting beliefs and trust judgments, although only the effects of industry stereotypes are transferred to consumers' loyalty judgments.

The results of the study indicate that industry stereotypes have become increasingly negative over the last decades, which has a dampening effect on the positive effects of satisfaction.

This study provides guidelines for practitioners regarding the management of frontline employees and the development of consumer trust, value and loyalty.

This is the first study to propose and test an explanation for the counterintuitive trend concerning customer satisfaction, trust and loyalty. It is also the first to examine the roles of multiple stereotypes in the relationship between consumers and service providers.