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Achieving temporal synchronization may require that work groups develop shared cognitions about the time-related demands they face. We investigated the extent to which group members developed shared cognitions with respect to the three temporal perceptions: time orientation (present vs. future), time compression, and time management (scheduling and time management). We argue that group members are more likely to align their perceptions to temporal characteristics of the group or organizational context (e.g. time compression, scheduling, proper time allocation) rather than to each other’s individual time orientations. Survey data collected from 104 work groups are largely consistent with these expectations. The implications of shared cognitions on time for work group functioning and performance are discussed.

This study examines the effects of scent arousal on consumers' time perception in retail service environments and further explores how the effect is moderated by consumer-perceived stress.

A laboratory experiment (Study 1) and a field experiment (Study 2) were conducted to examine the relationship between scent arousal and time perception and the mediating effect between scent arousal and consumers' store evaluations. Another laboratory experiment (Study 3) was conducted to explore how consumers' stress modifies the scent arousal effect.

Consumers in a low-arousal scent condition perceived a shorter duration of time than those in a high-arousal scent condition. This finding was verified in a field experiment, whereas scent arousal affects consumers' store evaluations through the mediating effects of time perception. However, the impact of scent arousal on time perception was attenuated in high-stress conditions.

Time duration perception is an important indicator in the retail service marketing process. Evidence shows that underestimating time duration in the shopping process represents positive responses. This study extends prior research by examining how scent arousal influences time perception and how consumers' stress moderates scent arousal’s effect.

Longer life expectancy brings a new phenomenon: senior entrepreneurship. Whereas starting a business involves investing energy, time, money or other types of resources, ageing is somewhat incompatible with these terms. Research on the impact of time perception on the entrepreneurial process is rather scarce. Considering the lack of knowledge related to the impact of time perception on the entrepreneurship process, this study aims to answer the following research question: how does temporal perception influence the entrepreneurial process?

Senior entrepreneurs are the most relevant category of individuals from which the impact of time perception could be observed, as they are objectively closer to the end of their careers than younger entrepreneurs. Therefore, longitudinal research was conducted by interviewing five senior entrepreneurs at 4-year intervals.

Results show that there are two types of temporal perception in entrepreneurship: temporal perception of the entrepreneur's career and temporal perception of the enterprise's development. When these two-time perspectives are not synchronized with the entrepreneur's vision, the entrepreneur develops strategies for seeking to re-establish synchronicity between the temporal perspective (TP) of their entrepreneurial career and that of the business development. The senior entrepreneur is distinguished from a traditional entrepreneur by a limited TP of their entrepreneurial career combined with the notions of bridge employment and generativity.

The number of cases under study did not allow us to examine every possible type of situation. The sampling of the cases under study did not offer great diversity in terms of gender, as the study had only men. However, the range of ages at startup, from 50 to 65 years, provides greater diversity, as does the range of business segments that included the service, manufacturing and retail food industries.

Entrepreneurs with a limited career time perspective correspond to senior entrepreneurs, while others who have an open career prospect, regardless of their age, correspond to any other form of an entrepreneur. This study has also been able to identify that an entrepreneur who realizes their limited entrepreneurial career horizon and perceives a temporal purpose of their company in the service of the involved parties tends to plan the entrepreneurial exit phase.

Many e-commerce companies adopt a product customization platform offering various choices for customers to configure products to better satisfy their needs. However, a method to effectively measure customer satisfaction is lacking. This paper aims to investigate customers' perception of time in the online configuration process of customized products and seeks to propose time perception as the measurement of the effectiveness of online product customization.

An online laptop customization system was used in an empirical experiment to collect respondents' answers in a set of research questions. Regression and correlation analysis were conducted to investigate the factors affecting customers' satisfaction as well as the relationships with time perception.

The experimental results reveal several factors in customers' perception of time during the online product customization process. First, customers tend to overestimate the amount of time spent in a short-duration task but underestimate the amount of time spent in a long-duration task. Second, customers' perceptions of time are significantly correlated with their satisfaction with the configured products, and perceived time is moderately correlated with their satisfaction with the configuration process. Third, the difficulty of customization tasks and customers' motivation to process information also significantly affect customers' perceptions of time.

This paper advances the research on time perception by developing a new relative segmentation-based method to estimate the subjective perception of time. This study also makes several contributions to product customization research: the authors fill a research gap in the field of product customization by incorporating customers' perceptions of time into the measurement of customer satisfaction and by identifying the significant relationships among customers' perception of time, the ease of task selection, the customers' motivation to process information, and customers' satisfaction with customized products. These results aid in the design of online product customization systems.

Methods of measuring service quality have suffered from a lack of discussion about perceptual processes involved in a consumer’s evaluation of quality. Most importantly, it is the perception of service quality at the time of the next purchase decision that may better explain repeat buying behaviour, rather than the traditional measure taken immediately post‐consumption. This paper reports on a study of visitors to an adventure theme park. A longitudinal study employing a modified SERVQUAL scale observed that perceptions of service quality declined with the passage of time. Perceptions of items of high importance and those involving tangible elements declined the least. Changes in individuals’ perceptions over time were found to be associated with changes in behavioural intention.

Higher education has experienced some significant changes over the past few years including a highly competitive landscape, use of new technology, managing COVID protocols and guiding students to resources that ensure their success. With prior research highlighting the changes in the workforce and poor working conditions of part-time faculty, this study aims to explore full-time perceptions of several employment-related variables to determine how these significant workplace changes have impacted them.

A mixed-methods approach is used. This includes a questionnaire being sent out via e-mail to faculty at a medium-sized, public, regional university located in the USA. This was sent through two separate listservs: full-time faculty listserv and part-time faculty listserv. The questionnaire included quantitative and qualitative questions. A one-way ANOVA was used to detect significant differences between the two groups of interest for the quantitative components. The qualitative portions of the questionnaire provided deeper insights into employee perceptions of their workplace.

This research uncovers some alarming trends for full-time faculty within higher education. Across several different employment variables, full-time faculty perceptions are significantly worse than part-time faculty. This includes work–family conflict, pay perceptions, compensation opportunities, online teaching experiences, overwhelming work activities, technology provided, travel funding provided, perceived satisfaction of a faculty advocate and perceived benefits of a faculty advocate. Qualitative and quantitative results support these findings and provide additional clarification as to why they have these negative workplace perceptions.

A convenience sample was used, where data was only gathered from one university. Future research could replicate finding with more universities varying in their make-up and location to determine if these results hold across the USA and internationally. Some measures did not use established scales in the literature, and some were single-item measures. Future research could replicate findings using established scales with multi-item measures to provide more confidence the results produced that are reliable and valid.

These results suggest alarming concerns for higher education institutions regarding their full-time faculty. Human resource managers and administrators at universities should respond to “the alarm” from this research and internal employee satisfaction surveys they have conducted with their employees. Changes should be made at higher education institutions to improve employee workplace perceptions in hopes of retaining valuable employees and improving worker morale to increase productivity. The recent workplace changes and challenges for full-time faculty are negatively impacting their workplace perceptions.

As a result of full-time faculty having significantly worse perceptions across all measured employment variables than their part-time colleagues, who already had poor perceptions, the authors may see more “good” employees leaving the industry for other more lucrative options. Others may become “dead wood” in the university and engage in “quite quitting” resulting in less productivity. With the tenure process protecting professors, this may result in universities being “stuck” with many unmotivated professors and hurt the quality of educational services provided. Some professors may even act out negatively toward the university. This could damage the quality of education provided at universities and perceptions of higher education by society.

To the best of the authors’ knowledge, this is the first study comparing full-time and part-time faculty workplace perceptions across several variables. After previous study has highlighted the poor work conditions and perceptions of part-time faculty, this study adds to the discussion showing that significant changes in the workplace have resulted in full-time faculty now perceiving their employment to be significantly worse than their part-time colleagues. This can have significant short-term and long-term ramifications for the industry that will make it more difficult for universities to attract talented individuals to choose a career in education and retaining their best workers based on current employment perceptions.

The paper argues that existing measures of service quality within the higher education sector are fundamentally flawed due to the ignorance of the effects of time on student perceptions. The paper takes the view that it is the perception of service quality over time that may better explain longer‐term relationship building and recommendation intention. A longitudinal study employing a modified SERVQUAL scale observed that perceptions of service quality related to a student orientation process declined with the passage of time.

This paper examines the possible relationship between post‐consumption dissonance and consumers’ time‐elapsed perceptions of service quality. A review of literature suggests that the degree of post‐consumption dissonance experienced would be inversely related to both initial ratings of service quality and subsequent time‐elapsed ratings. Empirical evidence is reported of a longitudinal study of university students undergoing a first year orientation process, which confirms this proposition. The results give some tentative indication of the instability of consumer perceptions of service quality over time.

Reports on a program of research to learn more about the effects of survey timing on customers’ perceptions of service quality. Argues that an individual’s perceptions of service quality may not be stable over time and that suppliers should be particularly interested in consumers’ perceptions at the time that the next re‐purchase decision is made, rather than the period immediately following consumption. Reports empirical evidence on a number of studies from the hospitality, tourism and higher education sectors in Western Australia. States that results to date cast doubt on the wisdom of the traditional exit survey approach to service quality assessment. Warns that the information derived from the traditional exit survey may not necessarily bear any relation to the chances of converting one time customers into lifetime customers. It follows that the major pre‐occupation of many organisations with measuring perceptions during or immediately following service consumption may have little relevance to service quality perceptions which are important in subsequently forming future re‐purchase intentions.

The purpose of this paper is to explore how key users’ perceptions (capability, value, timing, and acceptance) toward an Enterprise Resource Planning (ERP) system change from the pre-implementation to the post-implementation phase. The paper also examines how this change differs with varying levels of user involvement in the implementation process and users’ positions in the company.

The authors survey the employees of a major aircraft manufacturing company in the Midwest and analyze the data using repeated measures ANOVA. The authors use time as a within-subject independent variable, and involvement/position at the company as between-subject independent variables.

The results reveal a significant drop in users’ perceptions regarding the capability, value, and implementation timing of the ERP system. However, the perception of acceptance did not change significantly. Furthermore, there were more significant interactions of users’ perceptions with employee position than employee involvement in the implementation process.

The study offers a better theoretical understanding of how users’ perceptions regarding an ERP system evolve over time. The use of one company is a limitation of the study, so future research can focus on extending the study in different sectors.

Management can design interventions to minimize users’ negative perceptions about the ERP system and increase usage in the post-implementation phase. For example, management can design training customized toward users’ positions in the company.

Post-implementation research in the ERP field is rare. Conducting a survey of users’ perceptions allows the authors to take an in-depth look at attitudes toward an ERP system.