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The purpose of this study was to examine the relationships between perceived price justice, satisfaction, revisit intention and loyalty among restaurant customers, specially the mediating effect of revisit intention in the relationship between perceived price justice, satisfaction and loyalty.

Data were collected from a questionnaire distributed to customer of restaurants in Turkey. A total of 304 restaurant customers participated.

Results from structural equation modeling show that price justice and satisfaction positively influence their revisit intention of restaurant customers, also revisit intention positively influences loyalty of restaurant customers. Also, the empirical results indicate that while revisit intention fully mediates the effect of price justice and loyalty, it partially mediates the effect of satisfaction and loyalty.

When the studies in the literature are examined, it is seen that there are various studies that deal with perceived price justice, customer satisfaction, revisit intention and loyalty variables from a different viewpoint. However, no study has been found on restaurants that investigate the relationship between these four variables and the mediating role of revisit intention. Furthermore, the authors’ study contributes to the hospitality and service management literature in two ways. First, the authors follow recent calls for studies on antecedents of revisit intention, with the aim of providing empirical support to uncover factor that shape customers’ revisit intentions. Second, the authors investigate the attitudinal mechanism that explains how customers’ perception of price justice and satisfaction in their loyalty by exploring the mediation effect of revisit intention. On the other hand, it is foreseen that the study will shed light on restaurant managers and provide healthy data for strategic planning. Additionally, that the results obtained are the practical purpose of the study is to contribute to the determination of product development and promotional strategies for restaurant managements.

The purpose of this paper is to provide a historical account of organizational citizenship behavior (OCB) based on the existing literature.

The paper performs keywords search of published articles from 1930 to 2017 in widely used research databases.

The historical review shows that the OCB, as a field of study, was slow to develop. Although it has been introduced in the late 1970s and officially defined in the 1980s, its origins can be traced back to the 1930s. Despite this, OCB is generally regarded as a relatively new construct and has become one of the biggest subjects studied in the literature. OCB has reached far and wide into the business and management domains, supporting the fact that the well-being employees and their behaviors can greatly affect organizations’ effectiveness and performance. Having been the topic of a significant number of studies, there have been inconsistent research findings regarding the concepts. Furthermore, some concepts have been noted to overlap, with several scholars using different terms for essentially similar concepts.

The advent of technology and globalization has greatly affected organizations today which resulted in increased competition in the global business. Firms have started to look into the behavior exhibited by employees as a means of achieving competitive advantage, such as OCB. Voluminous works have been conducted regarding the study of OCB; however, none have been recorded to make an in-depth exploration of when and how it first surfaced. Since its official introduction, explorations regarding OCB have dramatically increased, most especially in the twenty-first century. Unfortunately, this has resulted in an increasing difficulty to keep up with the theoretical and empirical developments in the literature. As interest in OCB continues to grow, coherent integration of the concept becomes progressively more complex and necessary. This paper looks into the chronological evolution of the OCB, giving precise details of its development from the time it was first conceptualized up until the present wherein OCB has been used to indicate organizational effectiveness and performance.