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Introduces a framework for integrating the operations management and marketing approaches within a service operation. Focuses on customer satisfaction with waiting time, with the aim of providing improved satisfaction for a given level of resources. Provides an application of this methodology by presenting an example in the fast food industry. Concludes with suggestions for extending such a framework to other service organizations.

The experience of waiting for service is often the first direct interaction between customers and most service delivery processes. The literature on satisfaction with waiting has paralleled the literature on general service satisfaction, in which the relative importance of actual performance, perceived performance, and the disconfirmation between expected performance and perceived performance has been the subject of much debate. This paper presents an empirical study of satisfaction with waiting for service in a fast food environment. The study demonstrates that actual waiting time, perceived waiting time, and the disconfirmation between expected waiting time and perceived waiting time are all related to satisfaction with the waiting experience. It further demonstrates that the relative importance of each of these variables in predicting satisfaction depends on the differences in the needs of the customers. The implications for both theory and practice are significant: the importance of the perception of the experience increases as the importance of the satisfaction measure increases. More specifically, for customers who are concerned about time, the perception of the time spent waiting is a better predictor of satisfaction than the actual waiting time.

Queuing, a familiar element of most service delivery systems, has the potential for significantly affecting the customer′s overall satisfaction with the service encounter. A customer′s degree of satisfaction with waiting or with the service received in its entirety is dependent on the actual performance of the delivery system, the customer′s expectations regarding that performance and the customer′s perception of the service encounter. The actual operational performance of different queuing configurations has been previously addressed, as have the issues of managing customers′ expectations and perceptions regarding their queuing experiences. This earlier research has identified several factors which can affect a customer′s perception of waiting and consequently his or her satisfaction with that wait. Proposes a taxonomy based on the service manager′s ability to control the customer′s perception of the queuing experience. Defines which queuing factors can be controlled by the firm, which factors can partially be controlled by the firm and which factors are outside the firm′s control, and suggests tactics for managing queues for each category of factors.

Time is the top priority. We now live in real time. It's no longer life in the fast lane because every lane is fast. The computer has changed the way we view time. We expect everything to occur at Pentium speed! A time lag causes stress since it is viewed as an unnecessary waste. This is not a matter of immediate gratification; rather delays—such as standing in line—are viewed as something being wrong with the system, and the company that allows it to happen is perceived as not being up to speed! (Graham, 1996, p. 4).

The purpose of this paper is to determine barriers jeopardizing the adoption and usage intention of mobile banking (M-banking) in Pakistan and provide deeper insights to fix such deteriorating factors.

Data was collected in countrywide regional headquarters to mark the utmost generalizability of the results, which included seven largest cities of Pakistan. SEM path analysis was used to analyze data collected from Pakistan’s top 5 bank customers incorporating both users and non-users.

Results revealed that lack of awareness, initial trust and compatibility and perceived risk were the core barriers that stood out as obstacles to the adoption and usage of M-banking in Pakistan. It was also approved that having fixed these core barriers would outcome in existing users’ continuity intent besides raising new users’ inclination toward M-banking.

The study has unveiled the core barriers that have so far impeded the adoption and usage of M-banking. There is not a unified position concerning adoption and usage blockades. Factors differ with contexts, markets, time and kinds of innovations. However, this study is unlike past studies that merely studied students within a specified institute in a restricted jurisdiction. This is the first study to have nationally explored adoption and usage issues; thus, it is anticipated to potentially contribute to the prevailing literature especially in Pakistani context where a few studies prevail, addressing M-banking adoption and usage barriers.

Life studies are a rich source for further research on the role of the Afro‐American woman in society. They are especially useful to gain a better understanding of the Afro‐American experience and to show the joys, sorrows, needs, and ideals of the Afro‐American woman as she struggles from day to day.

The purpose of this manuscript is to demonstrate how school and district leaders supported the youth of color leadership initiatives at the district and school levels in ways to advance youth agencies and transformative change. The specific research question guiding this study was What actions do formalized leaders engage in to share leadership opportunities with the youth of color that protect student agencies and control?

A multi-site qualitative case study design was used, drawing on the understanding of shared leadership and student voice as analytical lenses.

Leaders across both sites supported the youth of color leadership in three ways: (1) being open to new and different sources of knowledge related to persistent issues of inequity in their schools; (2) initiating spaces for the youth of color to engage in leadership and (3) buffering student leaders from outside pressures.

This research demonstrates the ways leaders with positional power can support youth of color leadership while not removing youth agencies and independence.

This manuscript contributes to existing scholarship by demonstrating how the understanding of shared leadership and student voice scholarship combines to deepen understanding of supporting youth of color leadership.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

Looks at the eighth published year of the ITCRR and the research, from far and near, involved in this. Muses on the fact that, though all the usual processes are to the fore, the downside part of the industry is garment making which is the least developed side. Posits that the manufacture of clothing needs to become more technologically advanced as does retailing. Closes by emphasising support for the community in all its efforts.

The automation of services is rapidly growing, led by sectors such as banking and financial investment. The growing number of investments managed by artificial intelligence (AI) suggests that this technology-based service will become increasingly popular. This study examines how customers' technology readiness and service awareness affect their intention to use analytical AI investment services.

Hypotheses were tested with a data set of 404 North American-based potential customers of robo-advisors. In addition to technology readiness dimensions, the potential customers' characteristics were included in the framework as moderating factors (age, gender and previous experience with financial investment services). A post-hoc analysis examined the roles of service awareness and the financial advisor's name (i.e., robo-advisor vs. AI-advisor).

The results indicated that customers' technological optimism increases, and insecurity decreases, their intention to use robo-advisors. Surprisingly, feelings of technological discomfort positively influenced robo-advisor adoption. This interesting finding challenges previous insights into technology adoption and value co-creation as analytical AI puts customers into a very passive role and reduces barriers to technology adoption. The research also analyzes how consumers become aware of robo-advisors, and how this influences their acceptance.

This is the first study to analyze the role of customers' technology readiness in the adoption of analytical AI. The authors link the findings to previous technology adoption and automated services' literature and provide specific managerial implications and avenues for further research.