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The purpose of this study is to identify the underlying dimensions of trustworthiness of financial service providers in the Indian retail banking sector and to model trustworthiness as a set of second‐order factors. The study replicates and extends the work of Ennew and Sekhon in the Indian context.

Using the trustworthiness scale developed by Ennew and Sekhon this study identifies six first‐order factors of trustworthiness for retail bankers in India using exploratory and confirmatory factor analysis. Then the study modeled trustworthiness as a set of three second‐order factors using second‐order confirmatory factor analysis.

The first‐order factors obtained for trustworthiness of retail bankers are customer orientation, integrity and honesty, communication and similarity, shared values, expertise, and ability and consistency. The second‐order confirmatory factor analysis resulted in three higher order factors namely, competency, openness and benevolence.

The various dimensions of trustworthiness should be viewed as levers for improving a bank's trustworthiness in the minds of its current customers. At the same time, these dimensions will help them in reflecting an image of trustworthiness in the minds of its potential customers. Establishment of trustworthiness as an element of corporate image will provide competitive advantage to the service firms and improve their financial performance.

The research tests for the reliability and validity of the trustworthiness scale of Ennew and Sekhon. This study provides a window to the dimensions on which retail bank customers in an emerging economy such as India perceive a retail bank's trustworthiness. Furthermore, this study is an attempt to model trustworthiness as a set of second‐order factors.

The purpose of this paper is to develop and validate scales to measure and benchmark service quality (SQ) in tourism industry.

The second‐order confirmatory factor analysis is employed to validate the instrument. SQ dimensions have been modeled which have significant impact on customer satisfaction (CS) separately from those which do not have a significant impact.

Hospitality, food, logistics, security, and value for money have significant impact on satisfaction, while amenities, core‐tourism experience, hygiene, fairness of price, information centers, culture, distractions, personal information, and pubs do not have a significant impact.

The above pattern may be different in a different destination, and in a different context. However, a major implication of the current findings is that a destination need not have natural cutting edges to be developed as a tourist destination. A destination with good logistics and assurance for security, value for money, impressive hospitality and food, can satisfy a customer.

The scale which has been developed by us will be useful for destination managers to measure the SQ perceptions of tourists and benchmark destinations. The distinction of SQ dimensions with and without the impact on CS could enable a manager to manage these two sets of factors separately.

Unlike previous works, SQ has been modeled in tourism as a second‐order factor, which appears to be a more appropriate approach. The authors have also modeled factors with and without significant impact on satisfaction separately, and the approach does not seem to have precedence in literature. The inclusion of the factor, “Fairness of Price” is also a new contribution to literature.

The national identity scale (NATID) was recently reported in the literature for identifying the core elements that define the uniqueness of a given culture or nation in so far as their association with marketing is concerned. This study examined the conceptual strengths and empirical limitations of NATID, and assessed the relevance of the national identity construct in Yemen. Confirmatory factor analysis of the data from a sample of 208 Yemeni respondents revealed that the NATID scale did not fit the Yemeni data. Modification of the scale was made through exploratory and confirmatory factor analyses, which resulted in four dimensions in two alternative models similar to NATID. Results from the second‐order confirmatory factor analysis of the two alternative models supported NATID’s multi‐dimensionality of the national identity construct in the Yemeni context. Implications for future research are discussed and limitations noted.

The investment climate is one of the key factors considered by foreign investors while deciding their investment destination. This paper aims to attempt at validating the second-order model of oil and gas projects’ investment climate. Examination of the relationship between the dimensions of oil and gas projects’ investment climate; strategy, participants/operating environment and risk/return; and the overall latent construct was conducted. The study also evaluates the goodness of fit of the second-order model using relevant fit indices.

Oil and gas experts in Malaysian marginal oil fields subsector were deployed, through whom responses were collected that formed the data set used in the analysis. Then, the data were used for confirmatory factor analysis, evaluation of the second-order model through path analysis and for model fit evaluation.

The finding revealed that the second-order model of oil and gas projects’ investment climate is valid and reliable. It also revealed that all the three dimensions, strategy, participants/operating environment and risk/return, have significant effects on the formation of the oil and gas projects’ investment climate. Finally, the goodness of fit of the second-order model satisfied the relevant fit indices.

The findings present valuable insights to policymakers on the extent of the influence each of the dimensions has on the overall latent construct. The validity and reliability analysis suggests the measurements of the second-order model of oil and gas projects’ investment climate construct, and its dimensions are valid, reliable and fit for future empirical research. Thus, it calls for replication in other oil and gas settings.

The findings from the results of this study are pioneering. Extant literature falls short in attempting the validation of the second-order oil and gas projects’ investment climate scale, as well as relating each of the dimensions with the overall latent construct.

Virtual regional service provider is a key management mechanism created to realize the health service system development plans and a mechanism established to bring about integration of all elements of the health system. However, a virtual service provider office (VSPO) to support the work of the executive has not yet been formally established, and there are no operations practitioners deployed yet, who are necessary to develop the competency of regional operating officer (ROO) in each province. The purpose of this paper is to analyze training program factors to develop the competency of ROO in the VSPO in Thailand.

This is a descriptive research that used structural equation model. The research sample consisted of 274 executives and 664 practitioners in the Vice Chief of the provincial health office under the 12 regions; executives’ questionnaire and a VSPO questionnaire were used as tools for this study; data were statistically analyzed by three methods, namely, exploratory factor analysis (EFA), second-order confirmatory factor analysis (second-order CFA), and path analysis (PA).

The variable model was composed of ten factors, selected from 40 variables, which are as follows: service plan and personal administration, summary to present for administrators in the VSPO, network management and team building, summary to adjust strategies, key performance indicator (KPI) and action plan, new management skills, system thinking, analytical thinking, synthesis thinking, conflict management style, and leadership; presentation of methods and data for monitoring, presentation skill, conference management skill; researching, learning skill, communication skill exercise, action plan workshop, preparation to study in the fields workshop; fiscal and monetary, internal control and risk management; project management, monitoring, and data definition; and positive thinking, conflict management process, negotiation skill contingency management.

Ten factors of the variable model of training program factors to develop the competency of ROO in the VSPO in Thailand had high construct validity and they were analyzed using three methods, i.e. EFA, second-order CFA and PA, that were appropriate to be used for developing a training program.

The purpose of this paper is to develop an instrument that measures the effectiveness of the ISO 9001 Quality Management System (QMS), based on its components, meaning the ISO 9001 objectives; and to validate this instrument in the food manufacturing sector.

Bearing in mind the definition of “ISO 9001 effectiveness”, the ISO 9001 objectives and their indicators are identified in the literature. Based on these indicators, a measurement instrument is developed and then empirically validated through collecting preliminary data from 335 Greek food manufacturing small and medium‐sized enterprises (SMEs). After testing the assumptions of multivariate analysis, exploratory factor analysis as well as first and second order confirmatory factor analysis are applied.

The data collected reveal, as identified in the literature, the three‐dimensional nature of the ISO 9001 objectives (continuous improvement, prevention of nonconformities and customer satisfaction focus). The responding food manufacturing SMEs demonstrate a high level of achievement of these objectives. Further analysis of the data also reveals a valid latent factor reflecting the successful achievement of the ISO 9001 objectives, namely “ISO 9001 effectiveness”.

The present study focuses on food manufacturing SMEs. Therefore, it is worth validating the measurement instrument on large food manufacturing companies, food service companies, companies of specific food sub‐sectors, non‐food companies and finally on companies operating in different economic conditions to Greece.

This measurement instrument can be used by a food manufacturing SME as a self assessment tool and a benchmarking tool. In doing so, suitable strategies can be selected in order for a food SME to improve quality, gain competitive advantage and overcome the current downturn.

In this paper, a measurement instrument is developed and validated in food manufacturing SMEs, based on measures describing the ISO 9001 objectives; in other words, ISO 9001 effectiveness.

No study to date has addressed the construct of event tourist experience value and there is no well-accepted value measurement method. This study aims to examine the underlying dimensions of event tourist experience value from a holistic perspective.

The research process consists of two steps. First, the dimensions of event tourist experience value are investigated by using grounded theory and content analysis of travel blogs. The second step is to explore and verify the scale of event tourist experience value.

The items show that event tourist experience value can be comprehensively understood from three dimensions: functional value (functional factors); hedonic value (relaxation, escape, restoration and interaction); and symbolic value (social prestige, belonging and self-transcendence).

The findings are useful indicators explaining events attendance, and can help event organizers and destination managers to better understand the needs of tourists and design event experiences in a more sophisticated way.

This work integrates a series of varied events to suggest a holistic view of event tourist experience value, which provides a theoretical basis for other scholars to compare and monitor findings in this field.

The role of organisational innovativeness, or innovative capability, in attaining competitive advantage has been widely discussed. Most research examines innovation activities and their associations with organisational characteristics, or investigates certain perspectives of innovative capability, such as product innovation. Much less attention, however, has been paid to develop and validate measurement constructs of organisational innovativeness. Through an extensive literature review, five dimensions of an organisation's overall innovativeness are identified. These five dimensions form the component factors of the organisational innovativeness construct. Following a three‐step approach, a final 20‐item measurement construct is validated. Theoretical and methodological issues in relation to application of the organisational innovativeness construct are discussed in light of these findings.

This work has two main objectives: to obtain a set of scales for measuring the patterns, attitudes and practices of integration that can be extrapolated to different scopes (both internal and external) and participants (supplier and customer) within the supply chain; and to evaluate the relations between the different components of integration.

Based on previous literature on the content, measurement and scope of the concept of integration, a model is presented and tested using structural equation modelling. Data were collected from 450 enterprises from the Spanish construction materials sector.

The authors' results suggest that integration is a multidimensional concept that covers the different organisational levels of the company: corporate through attitudes; strategic through patterns; and operative through practices. These components have a different structure and, although attitudes and patterns behave similarly, practices do not, and so there is no single dimension of integration that includes the three levels. With regard to scope, internal and external integration are related but do not constitute one single concept of integration. It therefore cannot be measured as a single dimension in order to relate the integration of the firm with its (corporate, logistic or marketing) performance.

From a methodological point of view, data were collected from a single sector, in a single moment in time and with a single respondent in each company.

Patterns and attitudes have a complete, corporative and strategic content, whereas practices are independent from each other and have a more operational vision.

Unlike studies that analyse integration and its relationship with outcomes, this work focuses on the concept of integration itself by analysing its three components. Thus, it extends the study of internal and external integration and focuses on the behaviour of the enterprise with two different members of the supply chain (suppliers and customers), thereby extending the analysis beyond the dyad.

This paper aims to demonstrate that aspects of a rational or functional character and aspects of an emotional and social nature condition the perceived value of the exchange relationships among firms in an industrial cluster.

The research uses structural equation models (SEM) to test the models and applies the maximum likelihood estimation method in all the causal models obtained in the course of the data analysis.

The results obtained support the hypotheses put forward, and in particular the importance of emotional and social values in industrial relations.

Recent advances in consumer and services marketing consider that perceived value and satisfaction are central to explaining customer loyalty. However, very few studies in B2B explain the multidimensionality of perceived value. For this purpose, the authors test their working hypotheses in the Spanish ceramic tiles cluster. Specifically, they analyze the relationships between manufacturers and a supplier of frits, enamels and ceramic colors and related services.

An empirical study demonstrates that experience and interpersonal relationships are more important than price and switching costs in an industrial cluster context. The empirical study and the results provide evidence for managers: the critical influence of the emotional and social values perceived by the customer on his level of satisfaction and on the achievement of final loyalty.

The paper highlights the importance of the most intangible dimensions of value for the relations between companies in an industrial cluster.