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The aim of this paper is to redress a literature imbalance through identifying, describing and analysing the impediments to the development of market orientation in the context of small UK hotels. The paper begins with a clarification of the nature and domain of market orientation. Thereafter, extant research into the performance implications of market orientation is briefly discussed and existing research into market orientation obstacles critically summarised. The paper then introduces the findings of exploratory interviews which demonstrate that the barriers to developing market orientation for small hoteliers are vastly different from those which are conventionally forwarded. The paper culminates with a series of conclusions and implications for theorists and practitioners.

The aim of this article is to contribute to extant management and internet literature through exploring the impact of human dynamics, interaction, and influence on web site design, development, and implementation within the context of broader internet operations development.

Given the nature of the subject area under investigation and the need for both depth and rich understanding, an in‐depth, longitudinal case study approach was considered appropriate for this study.

The evaluation of the process of web site design, development, and implementation identifies six cultural gaps and numerous instances of hierarchical political influence that combined with the medium of communication to shape both the articulation and the understanding of messages.

This study will have significant appeal not only to management and culture theorists and practitioners, but also to those executives and academics interested in the processes and pitfalls of web site design, development, and implementation within the broader context of developing internet operations.

A theme emerging from research into the determinants, content and consequences of market orientation is that developing a market‐oriented culture exerts a profound influence on the organizational culture of a company. Explores and describes the manner and forms of front‐line employees’ responses to market‐oriented culture change initiatives. The paper begins with a brief overview of existing literature discussing the definition and components of a market orientation. Thereafter, extant research into the consequences of developing a market‐oriented culture is reviewed critically. After detailing the research design and methodology adopted in this study, the summary findings of two in‐depth case studies are presented. The findings indicate that front‐line employees respond differentially to market‐oriented culture change programmes. Concludes with a series of implications for both marketing and culture theorists and practitioners.

Christopher Lovelock originated the term “jaycustomer” behavior to refer to customers who deliberately act in a thoughtless or abusive manner, causing problems for the firm, employees, or other customers. An overview of existing literature reveals the focal concentration of empirical research regarding the listing or categorization of jaycustomer behaviors has been on individual forms. While the need for a development of a typology of general or all‐embracing jaycustomer behaviors has been recognized, and forwarded by a small number of researchers, such efforts have been anecdotal or conceptual in nature, or have emerged as part of wider research. The aim of this study is to advance understanding of the different forms of jaycustomer behaviors through providing empirical insights that explore and describe the activities and motivations of such “deviant” or “dysfunctional” customer behaviors through garnering empirical insights from both customer‐contact employees and customers themselves. After a review of existing literatures and a discussion of the research design and approach adopted, the findings from over 100 in‐depth interviews, utilizing critical incident technique, are presented and the implications of the study discussed.

The paper seeks to show frontline employee sensemaking in service encounters. The purpose is to reveal the processual nature of the dysfunctional behavior category and to point out the dilemmas that organizations face when drawing the line between what is acceptable and what is not.

The paper focuses on fare evasion management in urban bus transport, and more specifically on control interactions between ticket inspectors and passengers. Thanks to an ethnographic study of inspection work and to a dramaturgical approach to control interactions, the paper accounts for the process of fraud enactment.

The paper gives insight into a specialized service related activity: frontline inspection. It shows how different types of fare evasion behaviors are identified, qualified and eventually enacted. In addition, it points out three types of dilemmas in deviant behavior management: service/sanction; offense focused perspective/dysfunctional behavior management perspective and control outcome effectiveness/control outcome visibility.

Further research is needed to generalize the results. Moreover this original enactment perspective may not be restricted to service encounters, and future research work should address other aspects of the dysfunctional behavior enactment process.

Managers should take into consideration the organizational complexity involved in dysfunctional behaviors' management. A collective inquiry into their organization's participation in the shaping of these behaviors is especially recommended; so is a specific focus on front line employees' management, given their importance in the enactment of deviant behaviors.

The paper contributes to the theory of deviant clients' behaviors and brings a processual and social‐constructive perspective.

The current study aims to develop and extend existing research into online behavioural intentions of consumers' by proposing, operationalising, and testing a model of the antecedents of behavioural intentions that models and evaluates how switching costs and inducements moderate the behavioural intentions of online shoppers.

The study employed a personally administered structured questionnaire to gather data regarding consumer's interpretations and evaluations of one specific website. A total of 296 completed questionnaires were analysed.

Analyses found support for the theoretical framework and uncovered strong links between a number of hypothesised antecedent and moderating factors and behavioural intentions.

The study supplies an empirical contribution through conceptualising, and subsequently empirically verifying, a model of the antecedents and moderators of online behavioural intentions. Empirical contributions also stem from the findings of moderated associations as well as from the strength and magnitude of uncovered associative links. Finally the study also generates a more general contribution to existing knowledge of e‐loyalty.

The findings of the study also have numerous implications for practitioners. The moderated regression equation indicates that the exogenous factors studied explain nearly 68 per cent of variance in behavioural intentions. As such, the findings supply valuable insights into which factors practitioners should focus their attention to better tailor their approaches and content.

The value of the current study centres on the conceptual and empirical contributions regarding the moderation of links between antecedent factors and online behavioural intentions.

The past decade has seen a flurry of academic and practitioner interest in organizational culture. This has coincided with an increase of theoretical interest in organizational marketing. However, despite some obvious linkages, there have been few studies examining the links between the two. This paper synthesises existing marketing and culture theory into conceptualisations of organizational and market‐oriented cultures. Specifically, such cultures are presented as stratified, processual and subcultural. Thereafter, the development of a market‐led culture is reviewed in terms of the ability of the subculture of marketing to dominate the wider organizational culture. A series of propositions is forwarded relating to factors which affect this interaction. Conclusions and implications for research are presented and discussed.

The aim of this article is to supply grounded empirical insights into the forms of negative word‐of‐mouth by front‐line, customer contact employees.

The article adopts a qualitative approach through interviews with 54 front‐line employees in three retail organizations: food, clothing and electronic goods.

The paper finds four different forms of negative word‐of‐mouth behaviours which are labelled customer‐oriented, anti‐management/firm, employee‐oriented and anti‐competitor word‐of‐mouth. The paper shows how each of these behaviours varied in terms of the target audience (the intended listeners), the focus of attention (the focal point of comments), the motivation (the perceived rationale for the behaviour) and the extent to which employees perceived their own comments to be truthful.

The article calls for an expansion of research horizon to incorporate a fuller understanding of the dynamics of employee (mis)behaviour in the workplace in relation to resistance, subjectivity, instrumentality and clandestine control of certain aspects of workplace dynamics.

The findings suggest that managers should be concerned with front‐line employee negative word‐of‐mouth especially because some of the examples which were uncovered are potentially damaging to both financial and non financial performance measures.

The article contributes insights into the neglected area of employee negative word‐of‐mouth. The article argues that the identification of the forms of employee negative word‐of‐mouth is an important step towards developing a theory of employee negative word‐of‐mouth that is especially pertinent to front‐line service work. The article develops a series of propositions which future researchers may find useful in advancing research in this area.

Recognises that whilst an abundance of research has been conducted into solicitors’ marketing, other players in the legal industry have been ignored or overlooked. Suggests that what is clearly lacking is a holistic analysis of legal‐market dynamics. Attempts to provide a clearer and more accurate understanding of the relationships within the legal industry. Investigates the role of relationships in facilitating exchange, elucidates how these relationships are developed, and identifies key relationship characteristics. Overviews the legal industry and discusses the rationale for utilising a relational perspective. Presents and analyses evidence generated from interviews with barristers, solicitors, barristers’ clerks and clients. Culminates with a discussion of findings, implications and directions for future research.

Although much has been written about the antecedents and consequences of market orientation, and previous studies have generated useful insights into different “forms” of market orientation, little is known of the emphases placed on different dimensions of market orientation, and no published research to date has explicitly focused on the environmental factors that may contribute to the development of particular orientation emphases. Accordingly, the study reported here aims to explore the divergent varieties of emphasis in practice, and to identify the environmental factors that contribute to that variation.

This paper begins with a comprehensive review of the literature of market orientation. The study it then reports adopted a realist perspective and used techniques usually associated with qualitative research and “grounded theory”, a departure from the positivist approach and survey methodology typically found in published studies of market orientation. Data were collected in 114 face‐to‐face, in‐depth, semi‐structured interviews in more than 50 UK‐based firms.

Results uncover four variations of market orientation, each of which exhibits a different emphasis, linked to environmental factors at the micro, meso and macro levels. The emphasis placed on the different dimensions of market orientation appears to be dynamic, and driven by changing environmental factors.

Marketing planners need to consider which emphasis of market orientation is most suited to stated strategic objectives. After instituting strategic change, managers need to ensure that the form of market orientation developed continues to reflect and respond to environmental conditions.

This paper offers interesting insights to practitioners concerned with the wider implications of market orientation.