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Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.

The aim of this paper is to investigate the link between store managers’ evaluation of how customers assess a shopping centre and their own evaluation of the centre and, based on that, the relevance of store managers in reflecting on and informing the management and marketing practices of the local shopping centre management.

A conceptual model is developed based on the network and boundary-spanning theories. The model is tested using a Web-based survey of 217 managers, representing stores located in shopping malls, and by applying covariance-based structural equation modelling.

The study reveals store managers to be engaging in a significant information-processing pathway, from customers’ evaluation of the shopping centre (as perceived by the store manager) to their own evaluation of the centre in terms of managerial satisfaction and loyalty.

The empirical study focuses exclusively on shopping malls and thus does not consider other shopping centre forms such as town centres and retail parks.

This paper concludes that store managers have the potential to be informational boundary spanners and, thus, valuable resources to inform and give feedback to shopping centre management.

The contribution of this paper is to provide a more complete understanding of the role of the store manager as an integral actor in the shopping centre in terms of informational boundary spanning between the retail organisation, the customers and local shopping centre management.

The purpose of this paper is to explore the effect that the acquisition of a shopping centre by a corporation had on individual retailers in the complex. It examines how imposed directive change impacted on the internal customers, namely the retailers operating within the shopping centre.

Four methods are used to procure the data, namely, observations, content analysis, interviewing and a questionnaire survey.

Key findings are that the majority of retailers feel that the nature of the change is transitional or transformational, are negative about it and many do not resist it because they feel helpless to do so. However, some resistance to the acquisition, cynicism and rumours about it, are present. Retailers feel that communication, education, participation and negotiation would help to reduce these negative reactions to change.

To improve the outcome of a similar acquisition in the future, The paper recommends extensive consultation with retailers before the change programme begins. Suggestions regarding how a similar acquisition could be more successfully implemented in the future are provided.

This paper contributes to the current body of academic literature on change management and shopping centre management practice.